TRIZ POWER TOOLS Job # 4 Simplifying
Simplifying, Cost Reducing & Overhauling to Increase Value
TRIZ Power Tools Simplifying January 2010 Edition
ISBN 1-934805-30-0 978-1-934805-30-5
TRIZ Power Tools by Collaborative Coauthors
228 Pages
Copyright 2010 by Collaborative Authors, All rights reserved
Published in the United States by Third Millennium Publishing, located on the INTERNET at http://3mpub.com For paperback or digital copies go to http://www.3mpub.com/TRIZ All proceeds from book sales are donated to Humanitarian Aid and Disaster Relief
Third Millennium Publishing PO Box 14026 Tempe, AZ 85284-0068
[email protected]
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Acknowledgements This book is the work of a collaborative group of coauthors.
Coauthors
Editors
Illustrators
Larry Ball
Erika Hernandez
Larry Ball
David Troness
Larry Ball
David Troness
Kartik Ariyur
David Troness
Jason Huang
Paul Dwyer
Don Rossi
S. Robert Lang
Other Authors, Theoreticians, Practitioners Whose Writings or Teachings have Impacted This Work
Genrich Altshuller
Yuri Salamatov
Lane Desborough
Ellen Domb
Victor Fey
Clayton Christensen
Roni Horowitz
Eugene Rivin
Renee Mauborgne
John Terninko
Darrell Mann
Kim Chan
Alla Zusman
Sergei Ikovenko
Boris Zlotin
Simon Litvin
Lev Shulyak
Peter Ulan
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The Algorithm (Table of Contents)
Simplifying Systems ....................................................................................................................... 1 Represent the System in Functional Form ...................................................................................... 5 Identify Burdensome Functions and Elements ............................................................................. 13 Simplify By Removing Large Groups of Elements ...................................................................... 27 Simplify by Idealizing Individual Functions ................................................................................ 39 Pick the Functions to Idealize.................................................................................................... 43 Idealize Useful Functions .......................................................................................................... 45 The Ideal Product for Useful Functions ................................................................................. 45 The Ideal Modification for Useful Functions ......................................................................... 55 Is it Time for a New Physical Phenomenon? ......................................................................... 69 The Ideal Physical Phenomenon for Useful Functions .......................................................... 75 Discovering New Physical Phenomena.................................................................................. 95 The Ideal Tool for Useful Functions .................................................................................... 101 Idealize Informing Functions................................................................................................... 111 The Ideal Observer for Informing Functions ....................................................................... 113 The Ideal Subject of Measurement....................................................................................... 115 The Ideal Modification for Informing Functions ................................................................. 123 Is it Time for a New Physical Phenomenon? ....................................................................... 129 The Ideal Physical Phenomenon for Informing Functions................................................... 135 The Ideal Chain of Objects for Informing Functions ........................................................... 161 Idealize Harmful Functions ..................................................................................................... 167 The Ideal Product for Harmful Functions ............................................................................ 167 v
The Ideal Modification for Harmful Functions .................................................................... 169 The Ideal Tool for Harmful Functions ................................................................................. 185 Simplify by Eliminating Individual Elements ............................................................................ 189 Simplify by Consolidating System Elements ............................................................................. 195 Simplify by Modularizing ........................................................................................................... 207 Recursively Simplify .................................................................................................................. 209 Create a Compelling Aesthetic Interface .................................................................................... 211 Appendix: Working With Functions .......................................................................................... 213 Appendix: Table of Fields ......................................................................................................... 221
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Simplifying Systems While many people who will read this book are keenly attuned to the need to simplify systems, some have only a vague notion of why this step is important. It is tempting to think that once you have created an offering, the next task is to work the bugs out and get it to market. However, making your offering as simple as possible may be one of the most important steps to marketability. It is tempting to consider a product only from the operational point of view. However, the burdens of the offering are often hidden. How much of the cost of a system is bound up in its complexity? Each part has to be designed, procured, tested, assembled tested, transported, stored, maintained and ultimately disposed of. There are dollar and time costs associated with each of these jobs and this is multiplied by the number and the complexity of the parts. Ultimately, the system has to be produced at sufficient cost to create a profit. With the high percentage of new offering failures, the simple subtraction of a few elements can make or break a product introduction. What we are considering may be much more than the elimination of a few elements. With proper attention to simplification, the savings will mount over time and the offering will have a better chance to win in the market place. If you are a systems engineer, you will likely find something of great value as systems engineering has few tools beyond “trade studies” for simplifying systems. You will also notice that the tools blend with current systems engineering tools. The key to understanding why we want to simplify is found in the concept of value. For a rough explanation of the concept of value, please refer to the expression at the right. This expression is not meant to be an exact mathematical reality. It serves to make the point that as a system or an object in the system takes on more useful functions and
Simplifying Systems
More functions done better Effect of Useful Functions
Value = Effect of Harmful Functions Includes $, Time, Weight and Harmful Interactions
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drops its burdensome functions and attributes, it increases in value in the eyes of the market and the business that provides it. In the book What Will Make It Exciting, the increase in the numerator is considered. There, we identified new functions that would enhance the offering and simplify the customer’s job. In the book Creating It we created an offering piece-by-piece as we added functions in the most ideal way possible. Unfortunately, harmful functions and attributes arise every time an element is added. This increases the denominator and thus reduces the value of the offering. In this book, we are focusing on decreasing the denominator; we ask how we can decrease the burdens of the offering by removing burdensome elements. As a practical note, removing elements will usually introduce new problems. (Even in the physical world, no good deed goes unpunished.) In order to solve these and other existing problems, we continue to the part of the algorithm contained in the book Fixing It. Here we assume that the collection of object that represents our simplified offering must be further increased in value by removing its bad marks. Most of the tools presented in this book were not generated by TRIZ theorists or practitioners. “Value Engineering” has its roots in General Electric during WWII. Because of the war, there were shortages of skilled labor, raw materials, and component parts. Lawrence Miles and Harry Erlicher looked for acceptable substitutes. They noticed that these substitutions often reduced costs, improved the product, or both. What started out as a product of necessity, turned into a systematic process they called “Value Analysis”. 1 TRIZ theorists and practitioners adopted these tools which are a natural extension of Substance-Field Modeling. At the completion of the algorithm found in this book, the offering will consist of a group of objects considerably simpler than the original parts. Problems will likely remain that need to be worked out in the book Fixing It. Let’s begin now with the first step of the algorithm.
Identify if there is a Requirement to Simplify the System Many problems will not require system simplification. For instance, you have an immediate situation where there is a customer problem or complaint. It may be preferable to skip to the part where problems are solved. (Included in the problem solution step are considerations which can allow for simplification of the system in order to fix the problem.) On the other hand, there may be a requirement to revitalize or cost-reduce a product. Better yet, the process of simplification often creates products which simplify the lives of the consumers. 1
See the Wikipedia entry at http://en.wikipedia.org/wiki/Value_engineering,. as well as the Lawrence D. Miles Value Engineering Reference Center at http://wendt.library.wisc.edu/miles/index.html. 2
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This step can have a delighting effect on the customer and differentiate the offering even more than increases in performance. Let’s consider situations where simplification may or may not be required.
Example—Customer Complaint You have a new product that has been fielded long enough that customer complaints are coming in. Is There a Requirement to Overhaul, Simplify, Cost Reduce or Enhance the Uniqueness of the System? Usually, simplification is a strategic consideration as when business leaders consider a product to be noncompetitive. In this case, we have an urgent situation that requires immediate attention. It is doubtful that this should invoke simplification.
Example—Creating a New Product You have just created the specification for a new product. Should the simplification algorithm be invoked? Is There a Requirement to Overhaul, Simplify, Cost Reduce or Enhance the Uniqueness of the System? This case probably does not bear consideration, but here is an opportunity to point out that there is a natural sequence of the major steps. Simplification is only possible when there is architecture to simplify. Since there is only a specification for a new product, it is likely that there would be an opportunity for simplification after it has been created. (Creating offerings is the subject of the foregoing book.)
Example—High Cost Product Your product is on store shelves but people are not buying it? Analysis shows that the competitive alternative is less expensive than yours. Is There a Requirement to Overhaul, Simplify, Cost Reduce or Enhance the Uniqueness of the System? This step is probably a good place to invoke simplification. There will be a number of benefits. The product will cost less and it will be more exciting to use, since simplification involves removing various customer burdens.
Simplifying Systems
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Represent the System in Functional Form Simplification is primarily about the reduction of offering parts. We want to find ways to get along with fewer parts. In order to simplify, it is important to understand why each part is required. Function modeling will give us a clearer picture of why objects are currently required in the system. It is interesting to note that most system objects are used to provide support to the main objects that do the actual work. Those parts that perform the actual work are essential. The use of functional models can also enlighten us to the burdens that each object brings to the system. It is precisely these burdens that we need to remove.
Draw a Function Diagram of the System Functional modeling is about objects and why they are required. Simplifying the System begins with a detailed Functional Model of the System. The functional diagram gives a snapshot of all the elements and what they do without reference to time or sequence of operation.
Example – Dispensing Tape Step 1: Break the System into functional elements. At this point, do not include super-System elements. (This will be discussed in the next step). The functional elements of “tape dispensing” include the spindle, base, blade and person.
Represent the System in Functional Form
Base
Person
Blade Spindle
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Step 2: Add Super-System elements and identify the System product. You can tell which elements are super-System elements because you do not have the authority to eliminate super-System elements. They may already exist in the environment, but you have no authority over their existence. Include only those super-System elements that interact with the System. One of these super-System elements is the System product. This is the element that the System modifies or serves. The Super-System elements in this case are the table and the tape. Blade These elements interact Tape Person with the System, but are not part of the System. Table The tape is the System System Base “product”, which is a Spindle Product type of super-System element. Step 3: Introduce Modification Links. Include useful, flawed and harmful links. Verify that all rules for forming functions have been followed. (The rules for properly forming functions are included in the appendix). You can see the modification links in the figure below, e.g. the table supports the base, the spindle supports the tape and the person cuts the tape, though inconsistently.
Useful
Harmful
Flawed
One curious function is that the tape holds itself. Recall that the tape adheres to itself as it comes off of the roll. While this might not seem clever, actually, it may have resolved a very difficult conflict at one time. Consider that an adhesive is fixed to one side of the tape. How do we move the tape about without it becoming stuck to everything in sight? How do we keep it from becoming contaminated with dust and dirt? A mediator is required to keep the tape safe. This mediator could have been supplied by some “foreign” material, but the idea of allowing the tape to protect itself satisfied the requirements, so long as the adhesive did not stick well to the opposite side of the tape. Additionally, this provides a convenient means of positioning the tape for the purpose of tearing.
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Represent the System in Functional Form
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Following is the final function diagram of the tape dispensing system. Holds Table
Spindle
Supports
Tape Positions
Supports
Supports
Cuts
Pulls/ Rotates
Supports Base
Blade
Person
Positions
Example—Acid Container Metallic Test cubes are immersed in hot acid for long periods of time to test the corrosive resistance of the metals. The cubes are placed in a corrosion resistant container which is then placed in an oven. The action of the acid is sufficient to corrode the cubes, but there is a problem. The container that contains the cubes and acid is eventually corroded and has to be replaced. The container is made from a very expensive material and so the entire container is expensive. Step 1: Break the System down into functional elements. The functional elements of the cube corrosion system include the acid, oven and pan
Acid
Pan
Oven
Step 2: Add Super-System elements and identify the system product. The Super-System elements in this case are the table, earth and cubes. The cube is the system product. Step 3: Introduce Acid Modification Links Cubes Pan including useful, flawed and harmful links. Verify that all rules for forming Table Oven functions have been System Earth Product followed. Note that this time we have included the harmful function of pan corrosion. It is possible to discover system problems during this process Represent the System in Functional Form
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because we consider the possibility of interactions between every element. Harmful and useful but flawed modification links should be included. Pulls Earth
Acid
Corrodes
Cubes
Positions Corrodes Supports Table
Supports Pan
Oven
Business Example—Year End Review The yearly performance review process is very time-consuming, especially when you have a large number of direct reports. Step 1: Break the system down into functional elements. The functional elements of the year-end review system include the manager, tutorial system, reminder system, and recording system. Step 2: Add super-system elements and identify the system product. No super-system elements are mentioned. The system product is the employee.
Manager
Tutorial System
Recording System
Reminder System
Manager
Tutorial System
Recording System
Employee
Reminder
System
Step 3: Introduce Modification Product System Links. Include useful, flawed and harmful links. Verify that all rules for forming functions have been followed. Human systems often have a number of interesting and surprising functions. Transaction systems, such as a checkout at a grocery store, are particularly interesting because they involve functions that we take for granted. When we ask what gets modified, it is often related to changed concepts in the mind such as who owns what. At a checkout line, for instance, the question of who owns the item changes from the store owning the item to the buyer owning the item. We say that we bought the item, but in reality the item never changes; only our concept of who owns it changes, both in the mind of the buyer and seller. In the case of the year 8
Represent the System in Functional Form
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end review, information is exchanged between the manager and the employee. We say that they inform each other. Both individuals must contemplate, both before and after the review. This contemplation changes their perception of what has happened during the year and what is expected to happen the next year. In effect, both the manager and the employee change themselves. We could say that the manager motivates or de motivates the employee, but this would be misleading. The manager does not have direct power to do this. Information flows, and the employee then changes the “motivated” or “de-motivated” register in his or her mind. Creating this diagram reminds us that motivating the employee is the primary function of the system. We show these functions as flawed, harmful, useful or excessive depending on specific the situation at hand. In this case, we are showing an interview where the employee is poorly motivated. This could have been shown as a harmful or flawed function. Here it is shown as a flawed “contemplation” function. Following is the system function diagram.
Contemplates
Contemplates
Informs Manager
Informs
Explains
Employee
Organizes Notifies Reminds
Tutorial System
Represent the System in Functional Form
Notifies Recording System
Reminder System
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Discover More Functions by Mapping the Product Life-Cycle Jobs It is easy to imagine products and services at the point of use. This is the moment that these systems were created for. However, there are many more functions that the system performs and many more functions that are performed on the system. Most offerings need to be prepared for operation or stored after operation. Functions are required for each of these actions. As we shall see, many more potential functions are required along the way. These functions need to be included in our consideration of the functional life of our product or service.
Method Step 1: Consider the main jobs that this system does for the market segment by considering each stage of the Product Life-Cycle Map on the following page. Step 2: Each color in the chain represents a new market. Identify the market or stakeholder by box color. Each market has a stake in the success of the product. As each market becomes more satisfied, the offering becomes more viable. Step 3: Identify the main people involved in each job (suggestions supplied on the Product Life-Cycle Map) Step 4: Identify jobs that must be done before and after.
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Represent the System in Functional Form
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Product LifeCycle Jobs MassTransport Loaders Forklifts Pallets Trucks Planes MassStorage Loaders Forklifts Pallets StorageFacility
Use / Operation Already Identified On Chart
Control / Monitoring Operator MonitoringEquipment
Propose / Contract Engineering Sales Marketing
Packaging Operators Packaging Machines
Design Designers Engineers
Testing Technicians Test Equipment
Disposition For Sale Sales People Forklifts Shelves Displays
Order Purchase or Disposition Sales People Customer Sales Table Carts
Fueling / Energizing Operator User Technician Contractor Fueling Means Fuel
Customer Testing Customer Contractor Technician TestEquipment
Protecting System Operator SecurityOperators MaintenancePersonnel Covers
Protecting Users Operators Protection Gear
Fixing Messes Operator Technician Special Personnel MaintenanceEquipment
Maintenance Operator Technicians MonitoringEquipment Consumables
Storage Storage Location Cases Covers Nearby Objects Operator
Dealing With Failure Operator MonitoringEquipment AlternativeSystems
Repair Operator Technicians Repair – Equipment Consumables Parts
Recycling Operator Teardown Person Special Tools
Represent the System in Functional Form
Documentation Engineers Documentation
Fabrication Operators Technicians FabricationMachines
Customer Transport User Contractor Transport Means
Assembly or Setup Contractor User Technician
Protecting Others Bystanders Cleaning People Users of Other Equipment Guards
Stowing Operator Stowing Location Cases / Covers
Disposal Operators Containers Tools
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Process Map the Offering Whether you are describing a process or a product, you are describing what happens in time. Products are a collection of objects that operate in time. The reader of a process map benefits from seeing a process broken down into increasingly finer steps. A process map represents a snapshot of the sequence of functions with little reference to causality and may not include all of the possible elements of the system or super-system.
Example—Dispensing Tape Step 1: Describe each step of the process in functional terms. We begin by “walking through the process” in time, as a series of functions. Step 2: Describe the process as a process map or storyboard. It might start with “person positions base” and then the second step could be “person positions tape” and so on. Person
Person
Positions
Positions
Base
Tape
Person / Blade
Person Positions
Cuts
Tape
Tape
Step 3: For increased understanding of critical steps, break down process steps into finer detail. In this case, we break down “person/blade cuts tape” into more detailed steps. Step 4: Look for functional problems that you have not noticed before. It may not have occurred to us before that a person usually twists or positions the tape to start the cutting process. Person / Blade Cuts Tape
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Breaks Down To
Person Unrolls Tape
Person Twists Tape
Blade Cuts Tape
Represent the System in Functional Form
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Identify Burdensome Functions and Elements With the functional model of the system in view, we are now ready to identify the functions that burden the system and super-system. There are many types of burdens. Elements are considered “low-value” because they are overly expensive relative to the function that they perform. Functions can waste time, space, energy and material. The system can be tedious to operate. Elements can be harmful (though they perform a useful function). The irony is that we do not recognize burdens. This happens for two reasons. In the first place, each time that a system is improved, the new system may be such an improvement over the previous system, that we do not think of any new requirements that the system puts upon us to be a burden. Secondly, we become used to carrying the burden. As an example, consider the fact that video stores have been around for years. In the beginning, we were not sensitive to the various burdens that video stores placed upon us. Selection was expansive and the relative cost to rent a video was minimal. This offering was a great improvement over buying and owning our own video library which often contained unwanted videos. As time progressed, the rental behavior became entrenched. Each time we rent a video there is a time demand of traveling to the store, walking about, standing in a line and then returning home. There is the burden of using a vehicle to perform this task. This task incurs the cost of gas, wear and tear on the vehicle, pollution of the environment and the cumulative infrastructure required to move us about. This example is just one of many that demonstrate how we, as consumers, become used to carrying (and compensating for) burdens without begrudging them. All products have unnoticed burdens. Eventually, these burdens are recognized and an emerging business moves to provide the function in new ways that avoids placing these burdens on the
Identify Burdensome Functions and Elements
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consumer. Would it not be auspicious if we could identify and remove the long-accepted burdens and reap the rewards of delighting them?
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Identify Burdensome Functions and Elements
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Identify Low Value Elements Low value elements are immediate candidates for elimination from the system. While we might not immediately eliminate them, we should know them for what they are so that when the opportunity presents itself, we can confidently eliminate them.
Example—Dispensing Tape Step 1: Identify the cost of each element. We start with indicating the cost of each of the objects, e.g. the cost of spindle is 5 cents, etc. Holds
$.05
Supports
Spindle
Table
Tape Positions
Supports
Cuts
Supports
$.03
Pulls/ Rotates
Supports Base
Person
Blade
$.50 No need to calculate
Positions
Step 2: Calculate the cumulative Function Rank: Basic or Productive = 3 function rank of each element by adding Auxiliary or Enabling = 1 up the rank for each function that is Harmful =0 performed by the element according to the rule in the Base: 2 auxiliary functions = 2 x 1 = 2 accompanying box: The Blade: 1 basic function = 1 x 3 = 3 base has two auxiliary Spindle: 1 basic function = 1 x 3 = 3 functions associated with it. Person: Already a candidate for elimination Since auxiliary functions are worth 1 point, the base gets a rank of 2, etc. Step 3: Calculate the value of each element according to the rule in the left box: Each cumulative rank calculated in the previous step is divided by the cost of each element in the system. Step 4: Identify the elements with low value. These elements are candidates for Identify Burdensome Functions and Elements
Cumulative Rank Value
=
Cost
Base: 2 / .5 = 4 Blade: 3 / .03 = 100 Spindle: 3 / .05 = 60 Person: Already a candidate for elimination 15
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elimination or combination with other elements. People in the system should always be candidates for elimination unless the person receives benefits by remaining in the system such as exercise or entertainment. For the tape dispensing system, the base has the lowest value and is a good candidate for elimination. The person is always a good candidate for elimination.
Identify Time Burdensome Functions Of all resources, human talent and time is the most precious. It is easy to get used to using time to perform functions and lose track of how much time it takes. This is especially true for functions that we do periodically, such as weekly tasks. Mowing the lawn each week becomes a routine, but think of the total time spent over the course of years! This same realization emerges even in business practices where we should be more sensitive to time use. We simply get used to spending this time or we learn to compensate for the squandered time. On the other hand, the use of time is sometimes desirable. Some functions are most ideally done for a long time or a set time such as exercise.
Business Example—Performance Reviews The year-end performance review process is very time-consuming, especially when you have a large number of direct reports. What are specific functions that are especially burdensome? Following is the function diagram. Contemplates
Contemplates
Informs Manager
Informs
Employee
Explains Organizes Reminds Tutorial System
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Reminds
Recording System
Reminder System
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Step 1: Measure the cumulative time for each function and identify high time functions: One way to do this is to step through each element and ask how much time is spent interacting with each element: The function that requires the most time is the time that the manager must put thoughts together. The manager must contemplate on the performance of the employee and the many other factors considered during the review.
Contemplates Informs
Contemplates
Manager
Informs
Employee
Organizes
Explains Reminds Tutorial System
Reminds
Recording System
Reminder System
Step 2: Identify repetitive procedures: The entire process is repetitive for each individual employee. Step 3: Identify batch processes: Each group of employee represents a “batch” or each mid-year review or year-end review represents a “batch”.
Identify Functions that Waste Materials “Leaks” of material are another example of waste that is often taken for granted. Waste products, such as garbage, are a good example of “leaks” in the system. Most chemical processes create waste products. It is often possible to minimize the waste or put it to good use. The elimination of wasted materials can make a cumulative difference in the overall profit or loss of a process.
Identify Burdensome Functions and Elements
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Example—Sawing Wood The cutting of wood is necessary, but the waste of cutting reduces the available thickness of wood and makes it necessary to re-measure each time the wood is cut. Step 1: Identify functions that consume materials. It may be necessary to consider useful functions and ask whether there are additional functions required to describe the waste: Sawdust is generated when cutting occurs.
Cuts
Measure Guides Table Saw
Moves
Positions Informs Guides
Cuts
Person
Wood
Produces Vacuum Cleaner
Changes Length
Provides
Calculates Measure
Pushes
Moves Sawdust
Broom
Step 2: What is the least material that must be thrown away in order to perform this function. Waste is relative to this ideal level. Very little or no material should be consumed, therefore much is wasted in the existing setup. Step 3: Identify additional functions required to deal with the issues of waste: Special equipment is installed to remove the sawdust. That which is not removed by this special equipment is later removed with a broom.
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Identify Functions that Directly Waste Money Here we consider the case where money is spent but no value is returned. This is a burden on the user and must decrease with time. This type of burdensome function will usually show up as a flawed transactional function.
Business Example—Cell Phone Minutes Step 1: Identify transactional functions where money is spent. “I sign up for 600 minutes per month on my cell phone.” Step 2: Without looking at the function diagram, ask yourself if there are obvious situations where the user is spending money without receiving value. “I often don’t use even 300 minutes, thus wasting the cost of 300 minutes without receiving any value.” Notice in this situation that the consumer feels compelled to compromise. The customer continues to do this because of the high penalty when 300 minutes is overrun. The additional cost of wasting the unused minutes is usually lower than the cost of overrunning. Thus the consumer is forced to compromise. Step 3: Verify that the functional diagram includes the transactional functions related to the expenditure and waste of money. Note that “enriches” is an excessive function and denotes the waste of money.
Informs Cell Phone
Users
Consumer
Enriches Supports
Com Equip
Supports / Maintains
Provider
Step 4: Are there additional burdens that occur because of this waste of money? None mentioned here.
Identify Burdensome Functions and Elements
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Identify Functional Objects that Waste Space Often, the use of space is ignored, especially if a lot of room is available. However, there are situations where excess room is not available and space is a premium. Also, any space that is required to perform a function is always a burden regardless of the available space. Someone must always deal with objects that require a lot of space.
Example—Desk for Organizing My spouse would like a desk for organizing household bills and information, but we really don’t have room for one that will be big enough. Step 1: Identify functions that require a lot of space relative to the least amount of space required to perform the function.
Desk
Holds / Hides
Sends Collectors
Bills
Moves
Enriches
Holds / Protects Mail Box
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Family
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Identify Functions that Waste Energy Many modern conveniences save time at the expense of energy waste. We almost always use more energy than is required because energy is cheap. The unfortunate consequence is the cumulative energy and its costs. It is necessary to advertise appliances as being “green” in order to draw attention to the energy costs. Without this, the consumer might never notice the waste of energy.
Example—Leaf Blower Step 1: Consider functions that expend energy and look for energy waste. Compare the energy used to the least energy required. In this case, the debris must be moved a horizontal 20 ft 5 ft distance of 20 feet and up 5 feet to be placed in a garbage can or storage receptacle. The least energy that is required to perform this function is the potential energy change. (Weight times the height). It is very small and certainly much smaller than the energy which will be expended with a leaf blower. (The energy expended to move the 20 ft is extremely small as well. In a vacuum this is zero. In air, there is a small resistance caused by the air.) Therefore, this function wastes a great deal of energy. This is represented in the following diagram by the excessive movement of air and the minimal movement of the leaves compared to the energy going into the air. The author’s leaf blow is 1/3 horsepower!
Moves
Air
Electricity
Leaves
Lifts
Moves
Powers
Identify Burdensome Functions and Elements
Positions Blower
Person
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Identify Harmful Functions Some of the most obvious burdens are those imposed by harmful functions. Wear and tear of crucial parts cost consumers billions of dollars a year. Food is wasted due to spoilage. Costly and time-consuming repairs are required because of harmful functions. The irony is that most harmful functions are caused by elements that also perform useful functions.
Example—Acid Corrosion in Pan Returning to our example of the acid corroding the pan that contains the acid and the cubes, we can readily identify the harmful function of the acid corroding the pan. Note that the acid also performs a useful function on the cubes. Pulls Earth
Acid
Corrodes
Cubes
Positions Table
Supports
Corrodes Supports Oven
Pan
Practice—Sunscreen Sunscreen is used to prevent the harmful effect of the sun which causes skin damage. Create a function diagram which shows the functions of the sunscreen. Identify harmful functions.
Practice—Management by Objectives Instituting a “Management by Objectives” program can have benefits related to setting and tracking performance against goals. On the other hand, this approach can lead to employees striving to satisfy the goal rather than what the company really needs, especially when priorities change over the course of time. Create a function diagram which describes this situation. Identify harmful functions.
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Identify Remedial or Preventative Functions Almost any useful function can be thought of as fixing a problem or potential problem that something else causes. For instance, a function may be required because something else does not do its job well enough or because another object is harmful.
Example—Cutting Tape Step 1: Identify functions that fix or remediate the results of other harmful functions or a function that is not carrying its weight: Consider cutting the tape as a remedial action. It “fixes” the tape length which is too long. Holds Table
Spindle
Supports
Tape Positions
Supports
Cuts
Supports Supports
Pulls/ Rotates
Blade
Cuts
Person
Base Positions
Step 2: Identify functions that are solely there to prevent something from happening: No such functions are observed.
Practice Problem—Book Lights Book lights are popular because the normal lighting in a room is not sufficient for reading. Create a function diagram which shows remedial functions performed by a book light.
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Identify Functions that Cause Human Burdens—“Human Factors” If humans must be involved in the job, there should be a persistent drive towards minimizing their burdens. There is a discipline called “Human Factors” which seeks to minimize human burdens. While we may not become experts in this, we should do all that we can to understand human burdens from the viewpoint of human factors. This is especially important if there is a requirement to operate the product or service for extended periods of time. A very nice tool for considering human factors comes from the NASA workload rating sheet.
Example— Sawing Wood Continuing with the example of sawing wood on a table saw, we can see that a person is required for many of the operations. We are also acutely aware that this could potentially be a dangerous situation. Step 1: Experience or simulate the required actions to use the offering. The author has a table saw which is particularly dangerous because it is a very old model and does not include a blade guard to protect the user. Let’s consider the cutting process. First, reference is made to a drawing that tells how much cutting is required on the board. The cutting guide is then adjusted to give the required cut. A sacrificial cut may be made on a piece of scrap lumber to verify the position of the guide. The board is then placed on the saw and pushed through the cutting blade which cuts the board. Particular attention is paid that the board is always against the guide during cutting. It may be necessary to push the board with other long pieces of wood to ensure that fingers are never close to the blade. Once the board is through, it is necessary to verify whether cut-off pieces are lodged between the blade and the guide. These can be “kicked back” by the rotating blade. Finally, the saw is turned off and the blade is watched to ensure that loose pieces cannot be kicked back towards humans in the area. Step 2: Consider the Mental Demand required for thinking, deciding, calculating, remembering, looking and searching. If data gathering is required, consider these three levels of gathering data. Ambient: Takes no special effort to gather data. Natural: Takes no special effort to interpret data. Continuous: Takes no special effort to update data. In the case of sawing wood, there is often a requirement to calculate what the measure of a cut should be. Also, there is the requirement to keep focus on maintaining the board against the guide. 24
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Step 3: Consider the Physical Demand required for pushing, pulling, turning, controlling and acting. Is it easy versus demanding, slow versus brisk, slack versus strenuous, restful versus laborious? Usually this is not a strenuous activity unless the board is very large. Step 4: Consider the Temporal Demand. This is the time pressure, pace or rate required using the offering. Is it slow versus leisurely or rapid versus frantic? For home use, this pace is usually not demanding. However, I am aware of accidents that have occurred because people push themselves and stop watching. Step 5: Consider the Effort required. How hard are they required to work (mentally and physically)? This is considered over the length of the job rather than the mental and physical demand per operation. The overall effort is low. Step 6: Consider the Level of Performance. How successful was the task or goal? How satisfied were the participants with the performance? The outcome is often unsatisfying as the cuts can be inexact. This is due to poor measurement, planning and to inadequate guiding of the board.
Cuts
Measure Guides Table Saw
Moves
Positions Informs Guides
Cuts
Person
Wood
Produces Vacuum Cleaner
Changes Length
Provides
Calculates Measure
Pushes
Moves Sawdust
Identify Burdensome Functions and Elements
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Step 7: Consider the Level of Frustration: How insecure, discouraged, irritated, stressed and annoyed were the participants? Were they secure, gratified, content, relaxed or complacent? It is an anxious operation to cut wood on my saw. This is primarily due to the potential for getting badly injured and having to watch the cutting operation very closely. Step 8: Consider the Emotional burden: Look at the current design. Does it inspire awe? Does it make you suspicious of the product? Is it aesthetically pleasing? The saw produces a low emotional response of fear. The typical saw is rather boxy and has very little emotional appeal.
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Simplify By Removing Large Groups of Elements Once we have identified a burdensome function, we are ready to consider means of removing it. This section gives methods for simplifying the system by removing large groups of elements. It is hoped that the rationale for removing large groups of elements and functions before idealizing individual functions or removing individual burdensome elements will be apparent to the reader.
Remove the Need for Burdensome Functions or Low Value Elements Many elements or subsystems are required to compensate for other elements that are not doing their job. There is a function that is flawed or harmful and this fact has become obscure to us. The element that is not doing its job is being hidden by compensating elements. If we can discover this weakness and correct it, then the elements that compensate can be removed. That makes this particular method of simplifying systems very powerful. Most useful functions can be framed as compensating functions. For instance, the grass must be mowed because it is not doing its job. If it were, it would grow to the perfect length like eyebrows or eyelashes and then fall out. We can thus view mowing the lawn as a compensating function.
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Example—Acid Container Let us return to the problem of the container that holds the cubes and the acid. Recall that the acid corrodes the pan which requires replacement. Most people would start by looking for materials that are less expensive or ways to reduce the acid damage. This is done without considering that the pan may not be necessary. If we do not require the pan, then we can completely side-step compensating for acid damage. By using the following process, we can find the problem that the pan compensates. If this problem is solved (not compensated) then we remove the necessity for the pan, and potentially other elements of the system. Step 1: Start with the burdensome function and show the existence of elements as inputs: The burdensome function that we are considering is the harmful effect of the acid on the container.
Acid Exists
Pan Exists
Acid Corrodes Pan
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Step 2: Show why the objects exist if they are created by a providing function: In this case, the creation or providing of the acid and pan are not considered because both are required to make the current system work. They are not produced products or unwanted waste, for instance. We will bypass this step on this iteration. Step 3: Turn the existence knob for all elements and then show “??” in the resulting functions to indicate that no element performs these required functions: In this case, there is nothing to corrode the cubes and nothing to position the acid. In effect we have said “the acid is required to corrode the cubes” and “the pan is required to position the acid relative to the cubes”. It seems like a lot of effort to say it this way, but notice that we have also considered the possibility of solving the problem by turning a seldom turned knob, existence. This opens the possibility of solving the problem by resolving the contradiction that something must and must not exist. Also, we have remained consistent with a simple set of rules linking functions through the use of attributes.
??
Acid Doesn’t Exist
Acid Exists
Pan Doesn’t Exist
Pan Exists
Corrodes Cubes
Acid Corrodes Pan
?? Positions Acid
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Step 4: Show the resulting problems that occur if the functions are not performed because the elements do not exist: In this case, there is no corrosion of the cubes, the primary reason that the acid is required, and the acid goes everywhere but where the cubes are. Clearly, the primary function is not performed for both reasons. There is either no acid, or the position of the acid is inadequate to corrode the cubes and goes into the oven. This opens the potential that the problem could be resolved by using other functions.
Corrosion of Cubes is absent
??
Acid Doesn’t Exist
Acid Exists
Pan Doesn’t Exist
Pan Exists
Corrodes Cubes
Acid Corrodes Pan
?? Positions Acid
Location of Acid is ineffective or harmful
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tep 5: Show object attributes that lead to the harmful or missing effects of the missing functions: To conserve space, we will not address additional attributes that cause corrosion of the cubes to be absent. As for the location of the acid being ineffective or even harmful, there are a number of object attributes that influence this. First, the pull of gravity forces the acid away from the cubes and the acid is in liquid form and flows easily under the force of gravity. The attraction of the acid to the cubes is low. And the weight of the acid is high. Corrosion of Cubes is absent
??
Acid Doesn’t Exist
Acid Exists
Pan Doesn’t Exist
Pan Exists
Corrodes Cubes
Force of Gravity is High
Acid Corrodes Pan
Acid is Liquid
Cube Attraction is Low
?? Positions Acid
Weight of Acid is High
Location of Acid is Ineffective or Harmful
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Step 6: Continue building the causal diagram in this manner, remembering to use existence as an attribute for each function: We will only show one more addition in order to make the next step more concrete and offer up questions that can lead to important insights. We will add the harmful action of the earth on the acid which occurs due to the pull of gravity.
Corrosion of Cubes is absent
??
Acid Doesn’t Exist
Acid Exists
Pan Doesn’t Exist
Pan Exists
Corrodes Cubes
Earth
Force of Gravity is High
Pulls
Acid Corrodes
Acid
Pan
Acid is Liquid
Cube Attraction is Low
?? Positions Acid
Weight of Acid is High
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Location of Acid is ineffective or harmful
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Step 7: Once the diagram is completed, (or as it is being created), resolve the various problems to remove the initial problem. This will often remove large groups of elements: There is more detail on this in the book on solving problems, but there are primarily three means of removing the problems. ---First, we consider idealizing functions. We do this, because there is the greatest opportunity to remove elements and simplify the system. ---Second, we can change attributes that do not lead to negative consequences. These are generally rarer, but due to advantages of a thorough causal analysis, these are sometimes discovered. ---Third, we can resolve discovered contradictions. This has the additional advantage of making both the initial problem and the alternative problem path more controllable. Here are a few examples of problems and solutions that may simplify the system. ---How can the acid be positioned without a pan? Here we might consider different physical phenomenon for positioning acid, such as surface tension, vibration, gravity. ---How can the cubes be corroded without acid? Here we would consider possibly gaining the same effect by the use of materials that can reduce the cubes, but have no corrosive action on the pan. ---How can the earth’s pull be made useful? Here we would consider using orientation of the acid to the cubes. Clearly, the acid on top of the cubes has less difficulty with flowing away. Perhaps there is a way to shape the cubes (a cup shape for instance) that allows the pull of gravity to work in favor of positioning the acid. This would not require a pan. ---How may the acid be both liquid and solid? The liquid acid will not affect solid acid. Perhaps solid acid forms a barrier. ---How may the liquid acid become light? Perhaps acid foam may be used. Here is the important point: The solution of many of these problems removes the need for the pan or the acid, making the system simpler.
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Merge with the Super-System Sometimes, it is the most advantageous to give up functions of the system and turn them over to the super-system. Note that this is an exception to the rule that the slave must not serve the master. There are some conditions where integration yields much higher performance than modularity.
Super-System
System
Example—Refrigerator Combines with Home Step 1: Look for functions performed in the super-system that are identical with functions performed in the system: Both the house and the refrigerator have insulation. The function of insulation is to reduce the flow of heat. Step 2: Transfer these functions to the super-system: The Refrigerator merges with the home. The House provides the insulation for the refrigerator. Now the insulation has essentially become quite thick, thus making the system more efficient.
Change to Passive Control The highest form of control is passive control. Systems ideally use one field for operation and control. Consider consolidating the sensing, control and actuating elements into one element that does all of these functions. What this means is that the substances involved are capable of sensing a field and then use the field to create muscle force to actuate. Fields that actuate and signal are generally towards the middle of the Table of Fields (Appendix: Thermal, magnetic, vibration, etc).
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The system is usually operated close to tripping a critical point. For reference, here are some examples of critical points: Sheer strength Ultimate strength Tip angle Static friction Adhesive failure point Zero buoyancy Triple point Surface tension Resonant frequency Freezing point Boiling point Curie temperature Spring preload Spark point Combustion temperature
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Example—Greenhouse Temperature Control Consider the example of a cooling system for a greenhouse. Use of passive control will invariably lead to fewer parts. Step 1: Is an active feedback control scheme being used? The existing system uses a sensor, controller and actuator to open the window when needed.
Cooling Air
Greenhouse Air
Cools
Conducts
Heats Sensor
Window
Signals Step 2: Identify a Moves physical phenomenon Actuator Controller which uses the same Energizes field for sense and actuation. Ideally, the variable that is being measured has a field associated with it: We would like the window to open itself when needed. With a Bi-Metal Actuator (two metals with different thermal coefficients of expansion), we still use the same field (heat) and use it to open the window directly.
Step 3: Identify the critical point of the physical phenomena at which small changes in input cause large changes in output. Move this critical point to the desired control point. Now, small changes in input cause large changes in output: In this case there is no intrinsic “critical point” such as the boiling point or the Curie point. We need to create a critical point by establishing a spring Bi-Metal preload in the bi-metallic strip. Normally the biActuator metal strip pushes hard against the window holding it closed.
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When the temperature increases enough to release the preload, the window begins to open. This pretension in the spring can be set to an established level to create a critical point.
Cooling Air
Greenhouse Air Cools Conducts
Window
Moves
Heats BiMetal
Now we have a system that is more reliable, has fewer parts and costs less.
Recursively Remove Large Groups of Functions Continue the process of looking for opportunities to simplify by removing large groups of functions. Move on to the next step when you feel that you have done all that you can.
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Simplify by Idealizing Individual Functions “If, for instance, we are talking about a device to paint the internal surface of a pipe …The ideal result, in this case, must be formulated differently: “Paint comes by-itself into a tube and byitself evenly covers the tube’s internal surface.”” (Italics added). Notice that this formulation precludes other final states which are potentially more ideal. For instance, what if the pipe does not require painting at all or it comes already painted? These are also viable solution paths. One should not conclude that Altshuller did anything “wrong”. A proponent of the “one IFR” might conclude that Altshuller just didn’t go far enough in this instance. If Altshuller had only considered the condition that the painting was not required, he would then be precluding the less ideal state of the paint coming inside the tube by itself. This highlights an interesting question for TRIZ theorists. Is there an advantage to having multiple “ideal” paths in which some are more ideal than others? As solution paths proliferate, some classical TRIZ practitioners become uncomfortable. For one thing, we move further and further from the cherished notion of “the” solution. Some would say that this puts us back to the primitive state of having many solution paths and ultimately many options to pick from, which seems uncomfortably close to trial and error problem solving. The need for multiple solution paths comes from a practical aspect of solving problems and inventing. We cannot know what problems must be confronted as we continue down any particular solution path. For instance, it may turn out that manufacturing the tube such that it does not require painting might require a lot of research into material corrosion. We may feel confident that with our skills, the solution will ultimately be reached, but the availability of time and money resources could doom this research-based approach! It might turn out that using paint on the inside of the tube is very acceptable and will keep the initial problem at bay for many years. Why Use Functions to State and Improve the IFR? Idealize Functions
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By their very nature, functions state changes that occur in time or results. If we use a function to describe the final state of an object’s attributes, then we are describing a “result”. It is only natural that further stating this in a more ideal way takes us to a “Functional Ideal Final Result”. What is interesting is that many of the Standard Solutions and other TRIZ tools were already stated in functional language. Suggestions for how we might find a more ideal functional part come from a restructuring and reinterpretation of the parts of the “Standard Solutions” that deal with eliminating, redefining or replacing system parts (object resources). Combining the IFR, parts of the Standard Solutions and functional nomenclature leads to the functional IFR. Thus, there was a ready supply of ways to describe the final state by the use of these idealized functions. Just as a method can be proposed to work the bucket problem backward, so a path is proposed to work towards ideal final state of an inventive situation. This is effectively accomplished in the following steps: Step 1: Identify an ideal product. Step 2: Identify an ideal modification (Step 1 and 2 give the ideal result. The path to this result is stated in the next two steps). Step 3: Identify potential ideal physical phenomena to deliver the function. Step 4: Identify an ideal tool to deliver the physical phenomena. (This completes the traditional IFR by stating a means to the ideal result.) Step 5: Idealize the Attributes of the Objects and Fields. (Now we start to consider the ideal attributes of new objects. When we added objects for the product and tool, we created mental models of these parts of the system. This added problems that now need to be addressed.) Step 6: Resolve the resulting contradictions. (This step considers the ideal distribution of the properties of the object, further solidifying mental images of the system into more ideal states). We can use these steps regardless of whether we are dealing with a useful, harmless or informing (measuring or detecting) function. In the introduction to this book, the concept of Hierarchy of Decisions was introduced. The Hierarchy of Decisions moves from abstract to concrete. One part of this hierarchy is repeated over and over, the idealization of functions. Whether we are creating a system, overhauling a system or fixing a problem with the system, we use tools to focus in on one function at a time.
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When we create a system, we add a function at a time. When we overhaul the system, we identify burdensome functions that must be changed. When we fix a problem, we home in like a surgeon to identify problematic functions and the associated object attributes. In each case, we are focusing on a function which we would like to make as ideal as possible. This focus on functions has the benefit of always driving the system to be as simple as possible.
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Pick the Functions to Idealize If you have decided to perform a simplified causal analysis, the number of functions will usually be limited and it is likely that all of the functions should be considered. It doesn’t take that much time to scan the tools to idealize the functions and come up with alternatives. If you have performed the basic causal analysis, no functions are accounted for. If you have made it this far then you can jump to Resolving Contradictions. If you have performed the advanced causal analysis, we need to pick the functions that we will idealize. Consider the functions in your diagram. They will usually fall under one of the following classes. Useful functions which can be broken into: Preventative functions Productive functions Remedial functions Informing (measuring or detecting) functions Harmful functions When considering useful functions, it is generally more important to prevent than to fix a problem. A productive function occurs during the main system function. It is neither preventative nor remedial. Also, functions (useful or harmful) that are closer to the system product are generally more important to fix than supporting or auxiliary functions. If the main functions are idealized, auxiliary functions are often not required.
Example—Acid Container Step 1: Identify useful or informing functions that are closer to the system product with the following priority, first preventative, second productive and third remedial. Since corrosion of the cubes is the main function that we are trying to achieve and containing the acid is an auxiliary function, we should first consider how the acid is being positioned to the cubes. Step 2: Consider harmful functions that directly impact the problem
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Idealize Useful Functions The first step to idealizing a useful function is to identify and isolate the final ideal state in functional terms. We start by considering useful functions first, because informing functions are actually a special case of useful functions and one major path of idealizing harmful functions is to turn them into useful functions. Once they are turned into useful functions, they may be idealized using the steps shown in this chapter. One might ask “Why idealize something that is already useful?” We idealize useful functions, because there are so many options to either avoid performing the function or there are so many opportunities to eliminate elements from our system. When we eliminate the need for an element, we also remove the need for auxiliary functions which support this function. Let’s go back to Altshuller’s example of painting pipes. If the need for painting pipes goes away, parts that directly paint and supporting equipment are no longer required.
The Ideal Product for Useful Functions Regardless of whether the function already exists, we want to identify the most ideal embodiment of the element that is being modified. Let’s say that we are trying to come up with a way for the police to stop a speeding car without harming the occupants or other motorists. If we know a way to do this, for the moment, we will ignore this and concentrate on only two elements: the product and the modification that we are trying to achieve.
Slight Change Car
The product is the “car” and the modification is “stop”. Now we begin setting up the IFR. Knowing only these two parts of the function allows us to ask the important question: What is the ideal product? The answer is surprising. The most ideal product is one that does not exist. (The car should not exist), hence the tool and all attending auxiliary functions are not required. Thus we come very close to the realization of the classical Ideal Final Result (IFR). We may not require the product for a variety of reasons. It may be a transmission element that we can bypass. (Is the car a transmission element? Not really.) It may be a waste element that does not require existence in the first place. (Is the car considered waste? Not really.) A slight modification of the product may make the modification unnecessary. (If the car could be easily tracked, then I might not require stopping it) or the product may already come with the
Idealize Useful Functions
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modification performed. (By the time that the police reach the car, the driver is compelled to not want it anymore and it is already stopped). If the product is required, then we ask the question: What minimum part must be modified. (Is it the car that we want to stop? Maybe we only want to stop a part of the car such as the engine or the occupant). If only a small part requires modification then the resources required to perform the modification can also be minimized. Finally, if the product is required, how can we get the most value for our effort? Let’s make the modification as far reaching as possible. If the product comes in natural groupings, let’s modify the whole group. If other objects nearby require the same modification then let’s modify as many things as possible. This increases the value that the user derives from performing the function. (Perhaps the police signal all cars on the road to slowly decelerate thus making the situation safer for everyone)
Identify and Isolate the Main Modification If a system is being simplified, the function may already come with a tool. If a new function is being created, the tool is not yet evident. We do not need the tool. It is a burden to our reasoning. We take nothing for granted and start with just the i modification. For the moment, this is the most ideal form of the final result that we know. However, this will soon change as we consider other more desirable results. For the moment, we must be unencumbered with a tool to perform the function. The tool almost always comes with undesirable functions or features. It may even be harmful to the product or other elements in the system. For now, we will forget it and just talk about what we want to happen.
Example—Pet Feeding System I am interested in some sort of pet feeding system that protects the food from ants, roaches, birds and bacteria
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Feeding System Stops Insects Birds & Bacteria
Stops Insects Birds & Bacteria
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No Mod—Remove Transmission Elements The theory for this tool comes from the Laws of Evolution in Classical TRIZ. It states that: —Transmissions paths are shortened and eventually eliminated —Energy transformations are reduced and finally eliminated.
Shortened or Eliminated
—Muscle and control elements use the same field. When applying this law to the ideal product, it means that we should consider bypassing traditional or existing transmission elements and go directly to the object that requires modification. If the product of the function that we are considering is a transmission element, then we should consider whether it is required or if we can find some way to bypass it altogether.
Example—Linkage Operated System Many systems require rotary movement. Of these systems, a large number convert linear motion to rotary motion through a linkage. The actuators in these systems do not act directly on the working element. Step 1: Is the product a transmission element? (Does the product transmit, transform or convert energy?) Some elements masquerade as important functioning elements but are transmission elements instead. The current system operated on a linkage assembly to turn an object. Step 2: Bypass the transmission element. The new system directly rotates the element with a rotary actuator. The actuator works directly on the element of interest without the need for a transmission.
No Mod—Non-Existent Product It is easy to lose track of whether the product is required in the first place. If the product is harmful or even a waste product (such as sawdust or leaves) wouldn’t it make more sense to not have it around in the first place?
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Example—the Collection of Leaves The collection of leaves is a common problem. Step 1: Is the product ever harmful or waste? Unfortunately, it is considered waste in many areas. (Actually, it is nature’s way of revitalizing itself. But, for this problem, we will consider it waste.)
Gather Leaves Waste
Step 2: Eliminate the product through the following methods: Method 1: Directly eliminate the product. The leaves simply don’t exist. Since we may not know how this occurs directly, it creates a contradiction: The leaves must and must not exist. Method 2: Eliminate the sources of the product. Remove the tree. This may be a solution in certain cases. Again, it may lead to a contradiction: the tree exists and doesn’t exist. Method 3: Eliminate the Paths of the Product. Remove the path to the ground. Method 4: Absorb the product so that it is not harmful or wasteful any more. Consider using absorbent materials such as fabrics, powder or batting. Something below the tree absorbs the leaves or at least hides them. Ground cover is often a good way to do this.
No Mod—Modification Not Required All useful functions can be thought of in a remedial or preventative context. This may not seem intuitive at first, but let us consider a couple Slight of cases. A lawn mower cuts grass. Is this a remedial action? Yes, Change because it remedies the height of the grass. One could reason that if the grass were doing its job better, it would grow to an even height and then stop. While this may seem obsessive, it is nevertheless a very useful way to look at a situation from a new point of view. In order to accomplish this result a slight modification of the product is usually required.
Example—the Scaling of Fish Step 1: Why is the Function Required? What does it prevent? What does it fix? What does it make up for? Does it counter something? Follow this reasoning back through the causal relationships. If a Cause-Effect Diagram is being used, it is easier to follow the chain of 48
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reasoning back to the problems that the function helps to resolve. Practically, this is done on a Cause-Effect diagram by considering the existence of a tool or product of a function as an object attribute that causes the problem. (Seeing the function in the cause effect diagram reminds us that existences of the elements of the function are object attributes that should be considered.) When we consider non-existence of element in the system (in the side-by-side box), we begin an alternative problem path which leads us to understand why an element was originally required in the system. It is possible to remove the need for the troublesome element and often other elements by resolving a problem elsewhere in the system. This is done by tracing back the alternative problem path. Non-existence of a function element is shown with a new function which has no tool. The tool was required to perform a function which no longer is performed because the tool is missing. One solution of the alternative problem path is to find a new way to perform the function of the missing object. This often leads to the consideration of how the function might be performed by existing elements, thus simplifying the system. Scaling removes scales and underlying tissue that may change the flavor during cooking and are also disgusting to certain cultures to eat. This is a remedial action. Step 2: A slight change to an object in the system (often the object that we are serving) removes the requirement for the main function and hence the objects that deliver the function. In other words, if something did its job better than our system wouldn’t be needed. Consider changes to cooking methods that make scales a delicacy— Now the function of scaling is no longer required.
No Mod—Comes that Way In certain situations, a modification can be performed upstream by the provider of the elements more conveniently than later. The product may be in a much more convenient form to perform the function. This is often true in a manufacturing environment such as during assembly. Pre-coated or pre-assembled parts can be more conveniently assembled. Forming and cutting operations can be more conveniently done when the material is in a more convenient form. Pre-modifying the product often leads to a contradiction. The modification must and must not be made.
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Example—Pipe Forming Machine Pipe forming machines feed a flat ribbon into a forming Cutting tool machine that rolls the ribbon moves with into a tube and welds it. The the tube tubes are cut to length by a saw that moves with the formed tube while it is cutting to reduce the time to cut. Faster and faster forming rates require the cutter to return more rapidly.
This results in many additional problems. Consider the ideal product. The tube must be cut before it is formed. This slows production (compared to a single ribbon) so the tube must be cut and not cut. Step 1: The product does not require the modification because it is already incorporated. The tube is partially cut by stamping the tube before rolling. A hard twist fully cuts the tube.
No Mod—Self- Service The product in question has native fields associated with it. Can we make some small change to the product so that it performs the modification on itself? (It is likely that energy will still need to come from outside).
Example—Cutting Tape from a Roll Consider the example of a roll of tape that must be cut. Normally it is cut by a blade supported to the base element. Let us begin with the tape alone and the modification “cut”.
Cut
Tape
Step 1: Search the Table of Fields (in the Appendix) for fields that are always associated with the product? We should consider Adhesive Fields & Mechanical Fields. Step 2: What Effect or Physical Phenomena can be used to deliver this function? The Creation of directed forces by use of adhesive forces Step 3: In following steps we can try to boost this function. The adhesion between layers must create forces which grossly overpower adhesion of the tape material to itself.
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Cuts
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Little Mod—Minimum Part If we have concluded that it is not possible to avoid the requirement for the modification, then we should consider modifying the least amount of the product as possible.
Modify only Part
Example—Stopping a Speeding Car Every year innocent people are hurt or killed during high speed chasses. About 40 percent of high speed chases end in crashes. Step 1: What minimum part of the What minimum product must be modified? Produce a list part of the car Stop of alternative products which are a can be stopped? minimized subset of the main product. By asking this, we can consider all subsets of Car the original product down to the molecular level. What if we only stop the driver, the tires, the drive shaft, the engine computer or carburetor, the tire, the electrical ignition spark?
Natural Groupings of Similar Objects If we have concluded that the function is required, then let us get the most out of it that we can. Here we consider extending the function to as many elements as possible by looking for natural groupings. Extending the function to more of the same elements at the same time can reduce the overall amount of resources required.
Example—Shelling Nuts The evolutionary tendency of performing functions on multiple objects is to perform them in parallel. This can involve performing the function simultaneously on a grouping of objects, especially if these groups are natural groups such as a flock of geese, a mouthful of teeth, a pallet of objects, or a box of cereal. Step 1: Does the product come in natural batches or groups? The nuts come in a bag. Step 2: Is it more ideal to modify the group simultaneously? In this case, it would much more ideal to shell the whole bag of nuts at once.
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There are no guarantees that modifying the whole natural group will require fewer resources. At this point, we may not know how we may accomplish this feat, but we continue in hope of finding a physical phenomenon that can do this. Crack the whole bag of nuts.
Natural Groupings of Biased Products Biased products are products that are alike in function and other material ways, but in some significant way different than each other. Nails come in different sizes. If a hammer can effectively drive a tiny nail and a large framing nail, it is more valuable to the user. A natural grouping of nails might be related to a certain type of construction job that requires a variety of nails. During this manufacture, it is desirable to perform the function on this group, at the same time or serially with the same system.
Example—Welding Required During Manufacture of Bicycles Step 1: Are there similar products that might require the same modification during a job or task? A variety of metals must be welded during the manufacture of bicycles. Step 2: How much variation is there in the product? If the variation is small, then there is little requirement to modify a biased product. If the variety is large, then if the ability is too narrow, the system may have limited use. The variety of metals is large, from magnesium and aluminum to steel.
Natural Groupings of Diverse Products Diverse products are products that are so different that, while they are associated with the same function, they are typically not associated with the same tool. Natural groupings of diverse products are objects that require the same function and are found together during a task or job.
Example—Cooking Bacon Step 1: For the given function product, what other elements in the system or super-system require the same modification? generally associated with bacon
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Step 2: Can they also be included in the modification? Yes, Eggs can be included. The heat is there, but usually there is an over abundance of bacon fat. Remember that we have only considered the possibility of doing these together. In some cases, finding the means to do this is simple.
Summarize the Ideal Product After considering all of the above possibilities, what are the insights that you have gained? This is a branching point in the decision path for this invention. What we decide from this point will be used to make further decisions. We can always return to this point if necessary.
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The Ideal Modification for Useful Functions After focusing on the ideal product, the second part is the ideal modification. We ask “What do we really want to have happen and what are the attributes of the ideal modification?” Since we have not yet decided what will deliver these idealized modifications to the product, we are actually composing a wish-list of what the ideal modification will look like. When we add real elements to deliver the modification, these elements often bring undesirable characteristics with them. Since we are dealing with functions that are already useful, we would like to do the most good possible. It is easy to assume that because a useful function exists, that there is not a replacement function that is even better or that we might want to reverse things and perform the opposite function. The question is: What do we really want to happen? How do We Identify the Ideal Modification? Let’s refer back to the concept that Altshuller proposed for solving problems that require guess work. Remember that a mathematical problem was proposed. How can we return with exactly six gallons of water if we have only a four and nine gallon bucket? Mathematical problems that normally require guess work when solved forward are often more rapidly solved by starting with the solution and then working backwards. Altshuller proposed that, since solving inventive problems also requires guess work, the solution will be more rapid and satisfying if we start with the ideal solution. Altshuller proposed another, more important, reason for solving backwards. Solutions that start with mental pictures of existing machines are usually variations on these structures and end up more complex than they need to be. We must free our minds of these structures by starting afresh with an ideal solution. Altshuller called this preferred end state or solution the Ideal Final Result. The process of identifying the Ideal Final Result was begun when we considered the ideal product. Now we must consider what must ideally happen to this ideal product, given that it still is required. Since the final result is actually a modification to the product, we can continue to write the Ideal Final Result in functional terms. This can be referred to as the Functional Ideal Final Result. At this stage, we will put together several Ideal Final Results by describing the modification in ideal terms. We must remove our inhibitions and let it magically happen. Since there may be
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many ways to describe the modification that will give new insights, we consider a variety of ways to think of the modification that allow us to make better use of resources. In the process of looking for the IFR, we will also consider the reverse modification. It is easy to become locked into thinking of the function in the way that we always have. By asking what we are performing the function relative to, we see that there are other possibilities. As a matter of practicality, the function should be described correctly in order to achieve the most good. Please refer to the appendix if there are questions on how to write functions or deal with confusing functions. Setting the Bar for How Well the Modification Must be Performed The next set of tools help us to decide the attributes of the ideal modification. At this stage, we continue our quest to identify several ideal modifications. If I could snap my fingers, how much modification do I really want? How well, how long, etc. Since it is possible to overdo a modification causing other problems, we may need to constrain ourselves by asking this in a slightly different way. What level of modification will give us a long-lasting solution? By doing this, we recognize a truth: eventually the system will evolve to a point that it must be improved again. In the mean time, it will not be necessary to change this parameter or even consider it very much. This is different than the common way of changing systems where a parameter is just improved enough to get by. This leads to legacy problems that continue to crop up with the next version of a product. It is important to note that insights derived at this stage have the ability to influence each other. Insights gained during one activity may be upset by insights gained in other activities. Consequently, it may be necessary to jump back and forth between tools.
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Describe a Variety of Ideal Modifications What are ideal final results? Describe this in a variety Mod 1 of ways. What would I want to happen if I could do it Mod 2 magically by snapping my fingers? We would like to consider several ways because each way may lead to a different physical phenomenon to accomplish the function (depending on abundance of system resources). Some of these ways may be more ideal than others.
If I could snap my fingers...
Example—Stopping a Speeding Car Step 1: Are we changing or controlling? Which makes the most sense? In this case, we want to control the speed of the car to a set speed. This speed may not be zero and in fact, it might be dangerous to stop a car in the middle of fast traffic. Step 2: Work backward by imagining several ideal final states. Using the longhand form of the modification, consider different ways to describe the modification. Consider moving from the macro world to the micro world (atomic level and beyond).
Control the speed Control the momentum Car
Example—Blade Loss of a Fanjet Engine A jet engine fan loses some fan blades. This is sometimes referred to a blade-out condition. It can be caused when an object is ingested into the engine such as a bird. Each of the blades carries a tremendous amount of kinetic energy. When one blade goes, it often takes out other blades. The effect is explosive. Step 1: Are we changing or controlling? Which makes the most sense? In this case, we are changing. The blades start in one state and we must move to another. Step 2: Work backward by imagining several ideal final states. Using the longhand form of the modification, consider different ways to describe the modification. Consider moving from the macro world to the micro world (atomic level and beyond). Idealize Useful Functions
Change the level of energy (zero) Change the blade direction Blades
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Example—Heating a Gas How can we describe the heating of a gas? Step 1: Are we changing or controlling? We have already described this as a change of state, thus we are changing. Step 2: Work backward by imagining several ideal final states. Using the longhand form of the modification, consider different ways to describe the modification. Consider moving from the macro world to the micro world (atomic level and beyond).
Change the temperature Change the average random velocity Change the velocity distribution
Gas
Consider an Ideal Inverse Modification Sometimes it is more ideal to do the reverse of the required action or modification. For instance, it may actually require fewer resources to move a person relative to a work object than it is to change the height of a heavy work object. In order to consider reversing a modification, it is necessary to consider what the action or modification is relative to. If two objects are moving relative to each other, it is usually easy to determine what the modification is relative to. With other modifications, it may take more thought.
Example—Pouring Hot Syrup into a Chocolate Container
Pour
Step 1: What object is the modification performed relative to? The pouring is relative to the stationary chocolate form Step 2: Invert the problem by modifying the relative object. (Make it Syrup Spread the product). Thus, instead of pouring the syrup relative to the stationary Chocolate chocolate form, we spread the chocolate relative to a stationary syrup form which has been frozen. Spread the chocolate onto the syrup.
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Step 3: Go back and describe this in a variety of ideal ways. Note that the variety of descriptions does not add a great deal to the understanding of how this function can be accomplished in this case.
Change the thickness Change the position
Chocolate
Example—Stopping a Speeding Car Step 1: What object is the modification performed relative to? The slowing is relative to the road. Step 2: Invert the problem by modifying the relative object. (Make it the product). Thus, instead of stopping the car, we speed up the road so that the car and road are moving at the same velocity. Step 3: Go back and describe this in a variety of ideal ways. Note that this tends to describe some fashion of lubrication between the road and the tires which was not previously considered.
Control the Speed Road
Control the speed Control the surface speed
Road
What is the Ideal Level of Modification? Determine the actual level of the ideal modification. This level usually involves a metric of some sort. As we begin to adjust the levels of the modification, we start to chip away at psychological inertia and gain insights. Perhaps what we are doing is not the correct function. Perhaps there are functions which are more ideal.
Example—Blade Loss of a Fanjet Engine We continue our consideration of the loss of blades for a Fanjet Engine. We will only consider one of the ideal modifications that were named which is to change the energy level of the blade. Step 1: If I could snap my fingers, what would the ideal level be? The energy should dissipate low enough as to never reach the cabin. Essentially, the blades have zero kinetic energy relative to the aircraft. Idealize Useful Functions
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Example—Stopping a Speeding Car Step 1: If I could snap my fingers, what would the ideal level be? Continuing with the example of a police officer stopping a speeding car, we realize that bringing the car to a complete stop may not be required or even desirable. It may be more desirable to control the maximum speed of the car. This allows us to control the situation better. For instance, if the car is already stopped, then we may want to guarantee that it is stopped for good. On the other hand, if the car is moving at a high rate of speed on a busy freeway, stopping the car might be dangerous to other cars. It may be better if the car were gradually slowed rather than stopped.
What is the Ideal Sequence of the Function? Considering the ideal sequence will continue to give us more insights into the ideal modification. As we consider when it should occur, it may affect what we believe the ideal modification should be. A powerful tool for investigating this is the process map. This can be accomplished in a variety of ways, including a storyboard or simply words in sequence. However it is done, it is nice to show the possibility of functions performed in parallel as this will be one of the considerations that we make.
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Example—Stopping a Speeding Car Step 1: Create a process map of the sequence of functions. The subject function should show up as a block in the process map. If we start at the beginning of a typical car chase, the car has just been pulled over and the officer is walking to the other car. This is the most likely time for the occupant to become scared and to speed away or “bolt”. Notice in the following process map that we could have used functional language throughout. Also, the ideal function is located wherever psychological inertia places it. That is fine to begin with. Officer Identifies Car to Pull Over
Officer Flags down the Car
Both Cars Pull Over and Stop
Officer Walks toward Car
Occupant Speeds Away
Officer Requests Help
Occupant Gets Scared
Car Stops
Officers Limit Options
Officer Returns to Car
Occupant Increases Speed
Officer Pursues
Officers “Bumps” Car (Very Dangerous)
Car Strikes Object (Very Dangerous)
Stop
Car
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Step 2: Consider performing the function in different sequences. Move it earlier or later than currently performed. Try moving it so far forward that it is no longer during the normal process sequence. Consider moving it so far backward that it is no longer part of the ordinary sequence. In this case, it probably does not make sense to stop the car until it has had a chance to pull over. In the less likely event that the car begins speeding away when the officer flags it down, then there may be a need to stop it at that moment. Now remember, it is possible to consider the more ideal situation where the occupant is not scared, etc. This all presupposes that we have already determined these other functions and are idealizing them on other paths. It also presupposes that we have considered other more Officer Identifies Car to Pull Over
Officer Flags down the Car
Both Cars Pull Over and Stop
Officer Walks toward Car
Officer Performs Duty
Stop
Occupant Gets Scared
ideal modifications and products and are working on this one specifically. The question that we are answering here is where is the most ideal place to put the function of stopping the car. Another possibility is that the car bolts and the officer does not pursue at all! The car will be stopped later when it is safer, or the occupant will stop the car. The occupant can see that the officer is simply standing there and not pursuing. This allows for a less panicked state which keeps speeds lower. Perhaps the fact that officers will no longer pursue has become well publicized. And it becomes common knowledge that the car is being tracked by a high observer such as a surveillance craft or satellite. The occupant then has to pursue another strategy which usually involves abandoning the car. This puts the function of stopping the car far later than normal.
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Step 3: Can the function be performed in parallel with other functions? Can the function be performed during other functions such as during transportation or while queued or waiting. Can setup be performed at the same time as the operation? Rapid setup often implies the use of a previously placed tool. Could other tools help out at another time or sequence? This creates new possibilities, for instance, the car can be disabled while it is already stopping for a traffic light or stop sign. If this can be done safely, before the occupant is aware of what is happening. This precludes the problem of speeding away, but now this raises other problems such as how other drivers will react when a car is stopped. There are also many people who would never consider speeding away and this becomes a needless embarrassment for them. It is also necessary to stop the car in such a way that the occupants and the car are out of harm’s Officer Identifies Car to Pull Over
Officer Waits for Car to Stop
Officer Walks toward Car
Stop
Officer Performs Duty
Occupant Gets Scared
way. Such may not be the case if the car is stopped on a busy street. This highlights the fact that idealizing the system may cause other problems which can be avoided now (by choosing a different sequence) or later, by fixing the system. Step 4: Create a process map of the desired function and break it down into finer detail. Some Feature of Car is Disabled
Car Slows Down
Car Comes to Full Stop
Step 5: Can the modification be broken into two (or more) stages? Does this allow for parallel processes to accomplish the main function, or does it allow for a more optimum sequencing of functions? It may be that the car is not stopped, but first limited in speed to 25 mph. The car can now pull over and remove itself from traffic with the officer following. This brings up the idea that the more ideal possibility is to be able to limit the maximum speed of the car at a distance in such a way that the driver cannot tell the difference between this and a “malfunctioning” car. Idealize Useful Functions
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What is the Ideal Duration? The ideal sequence is strongly influenced by the duration of the function. Likewise, duration of the function is strongly influenced by the sequence of the function.
Example—Stopping a Speeding Car Step 1: If the modification were performed very rapidly, would other harmful functions be precluded? Yes, if the car could be stopped instantly, before it was able to get out into traffic, many dangerous or harmful functions could be avoided. Step 2: How much time do we have after it is normally performed that it would be allowable to continue performing the function? If the modification were performed very slowly (hours, days, weeks, months, years) would this be harmful or could this actually help in the performance of other functions? Stopping the car permanently could be viewed as a punishment for trying to speed away. This might serve as a deterrent.
What is the Ideal Duty Cycle? Ideality requires that all objects perform as many functions as possible, as much of the time as possible. Systems that idle waste valuable resources. Consequently, it is important to consider idealizing the function by requiring the system to work all of the time.
Example—Stopping Speeding Cars Continuing with our example of stopping speeding cars, we ask whether the stopping system can be in operation at all times. Since the need to stop cars is not continuous, it would be necessary to re-describe the function in terms that can apply to objects other than cars.
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Step 1: Are there opportunities for the system to run all the time? Is this even desirable considering the current product? Ideally, objects in the system will be at full capacity. In the case of stopping speeding cars, there is no requirement to stop cars continuously. Step 2: Are there other objects in the job that require the function? Should the function be reframed to consider these other objects? Yes, it would be Car Fleeing desirable to stop a human that Occupant Occupant abandons the car. If we redefine the problem as stopping the car occupants, whether they are moving or in a car, the system becomes much more ideal. Step 3: Should the modification be performed along the entire path, both coming and going? This usually applies to machines which have repetitive motions. In this case it probably does not apply except to say that the function of stopping the car’s occupants should be possible regardless of which direction they are moving, even in reverse. Step 4: Should dummy runs and downtimes be allowed? I suppose that down times are allowed if all we are stopping are the occupants. It should not be necessary to have a test run before it is used each time to stop a car.
What is the ideal Adjustability and Continuity of Adjustment? If we haven’t already touched on this in some way, then we will deal with the subject of variability here. Lines of evolution suggest that the control of functions become more and more adjustable. At first, the process is fixed. Next it becomes adjustable to at least discrete levels. Next, the adjustment must become continuous. Next, some form of control scheme is used to adjust the function for changing conditions. The first form of control often turns the function on or off. This is often referred to as “bang-bang” control. The next form of control is referred to as open-loop control. This means that a change is sensed somewhere and the mechanism that controls the function is given a set command that hopefully puts the output in the required realm. The next form of control uses feedback which continuously or discretely controls the function. Each level of adjustment and control increase the complexity of the system. It is important here to not go overboard in assigning an ideal level of adjustability. We can over-constrain the system. This sounds too much like a compromise, but here we will
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consider only an acceptable level of adjustment that will allow this system to operate for a long time without change. This is not much of a compromise.
Example—Stopping a Speeding Car Step 1: Consider different and perhaps extreme operating environments. Decide whether or not it must be capable of adapting to these different environments. The car must be stopped in difficult weather conditions such as rain, snow, high heat, at night or day. The occupant must be stopped regardless of the position that they are in, either running or crouching low in the car. It must be capable of stopping the occupant regardless of obstacles that they hide behind such as seats, windows, car walls or trees and rocks once the occupant leaves the vehicle. Step 2: Consider adjustability to a variety of products. How much variation can we stand in the product? Consider biased products (objects which are of the same type, but have some differences in an important attribute like nails of various sizes or roses of different shades). Consider objects with much greater differences such as the difference between edible plants. Step 3: The method of stopping must work regardless of the gender or size of the occupant. It must also work regardless of the equipment that they might be operating or carrying. Step 4: What granularity of adjustment is necessary? Can the adjustment be discrete? If so, what is the discrete step size? In this case, the adjustment could be fairly granular. We would like to limit the occupant or former occupant to a variety of speeds. Step 5: Does the adjustment need to be continuous or should it require continuous feedback? The adjustment could use some form of open-loop control if the officer provides the feedback. Some form of feedback may be necessary, however to reduce the concentration burden of the officer.
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When Should It Be Excluded? (The Zero Zero
Function2) The zero function is the intended absence of a function under certain conditions. We should have full control over the function when its existence would be dangerous or otherwise harmful.
Example—A Safer Gun Many are killed due to accidental handgun accidents. Children, in particular, are susceptible. Additionally, law enforcement officers sometimes become the victims of their own weapons. Step 1: Identify times when the primary functions are harmful. Harmful functions are most likely to occur when the gun is not in the hands of the owner. If a police officer is not in possession of his weapon, and a suspect has it, this is potentially very harmful. Step 2: Consider providing the zero function and means for detecting and controlling the function during these times. The Gun cannot shoot unless it is being held by the correct person.
Example—Stopping a Speeding Car Is there a chance that we want to disable the possibility of stopping or controlling a speeding car? Step 1: Identify times when the primary functions are harmful. It may be harmful if the device can be used on a law enforcement vehicle. If the device is harmful to adults, children may be very susceptible to harm. Perhaps it cannot be used when children are present. Step 2: Consider providing the zero function and means for detecting and controlling the function during these times. The function will not be provided with children or law enforcement vehicles present.
2
Greg Yezersky, General Theory of Innovation Feb 2006
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Is it Time for a New Physical Phenomenon? This is a question that should not be taken lightly. This decision has great ramifications on the amount of work that will be required to make your product or service work. Generally speaking, when you change to a new physical phenomenon, there are many unknowns about the new phenomenon. Perhaps you are lucky and you are involved with someone that is experienced in the new phenomenon. This makes the possibility of bridging to the new phenomenon much easier. Remember that the new product or service must compete with one that has been polished for many years. Changing to a new physical phenomenon can increase the required work substantially.
Review the Evolutionary History Knowing the history of a product helps to understand the main evolutionary trends. Each product has a main evolutionary tendency. The tendency of a system to stall along this evolutionary path is largely a function of the technical problems that directly conflict with this evolutionary tendency. You have already conducted a patent search within your industry so you have a lot of information about the history. This step can take a lot of time, but the information is extremely valuable from the viewpoint of continued steps. The inventor is becoming a true expert in this field.
Example—Postal Services Consider the transport of objects for pay such as postal services. Step 1: From patents and literature, study the history of the functions that are typically involved in the job. What functions have been added over time? What main physical parameters have improved? Things improved with postal services: The purchasing of service; delivery of object to point of use; the protection of objects (container movement); the tracking of objects and informing customer; the speed of movement of objects. Step 2: From patents and literature, study the history of the technologies (physical phenomena) that typically deliver these functions. How have these technologies changed? If we look at the actual physical means of delivering objects we see a continual transition to the fastest Idealize Useful Functions
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modes of general transportation: RunnersÆ HorsesÆ CarriagesÆ WagonsÆ Trains or BoatsÆ TrucksÆ Planes. With these transitions other improvements came in the form of speed, protection from damage and knowledge of object location.
Plot the Course of Disruptive Technologies We have already discussed disruptive technologies in some depth. If you feel that a disruptive technology is threatening you, it may be wise to look at how rapid this encroachment is occurring. This analysis takes a great deal of time, so it is usually not useful unless an imminent threat is detected.
#1 Capability #1
Market (Job) #2 Capability #2
Market
(Job)
Speed
Method Time Step 1: Each recognized market (job) is focused on a competitive parameter. Determine the competitive parameter. The progression of competitive parameters is as follows:
—Performance of the main parameter (speed, power, etc) —Reliability —Convenience —Cost Step 2: Plot this main competitive parameter for the most advanced leaders with respect to time for each market (job). This gives the capability curve. Step 3: Plot the average of the competitive parameter for all products for that market. This gives the demand curve for each market. Step 4: If the capability of the lower performing market appears to be on a course to cross the demand line of the market with the upper capability, then it is imperative that you find a way to switch to the phenomenon used by the encroaching market. It may be necessary to spin off an independent group which is given proper resources and incentives to market this new technology. This may be difficult since the new market is likely to have developed new delivery channels. The more likely approach to overcoming a disruptive technology is to use a hybrid of the new and old physical phenomenon.
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Determine the System Maturity from Patents The maturity of systems can be determined by several means. One means is by the study of patents. This involves understanding the increase in performance of the main technical parameter related to main technical function, the level of invention and the number of patents over time. The method shown is very time consuming and should only be applied if other methods prove ineffective in showing the importance of switching to a new physical phenomenon.
Method for Examining System Maturity Step 1: Identify the technical parameter related to the main function. Quantify how this has improved over time. Step 2: Identify how the level of invention has changed over time. The level of invention is typically high when changing to a new physical phenomenon. It peaks again during the period of rapid growth as resources are made available from sales. Later, it levels off as system resources are exhausted. The level of invention is as follows: 1. No resolution of contradiction.
Technical Maturity Parameter Related to the
Infancy
Stagnation
Rapid growth
Main Function Level of Invention
Number Of Patents Per year
2. Resolves contradiction with small change. 3. Resolves contradictions with a major change. Uses a technology from the same field. 4. Resolves a contradiction. Complete change in physical phenomenon. This is usually a technology from another field. 5. New Physical Phenomenon. Has ability to change the super-system to which it belongs. Step 3: Quantify the number of patents per year.
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Is it Time for a New Physical Phenomenon? The main reason that we would like to know the system maturity is because it is particularly important to determine whether there is a need to change to a new physical phenomenon to perform the main modification of the system product. A new physical phenomenon typically brings fresh resources which allow continued evolution of the function or the job that is being performed. Unfortunately, it typically involves unknown risks and unfamiliarity of the side effects of the new phenomenon. An additional shortcoming of going to a new physical phenomenon is that the customer has come to accept certain levels of performance which will almost certainly not be achieved unless the transition is brought about through the use of hybrid phenomena which will be described later.
Required Conditions for a New Phenomenon If several of the below conditions are present then consider a new physical phenomenon to deliver the main modification. Condition 1: The super-system has become very specialized. In the beginning, row boats were very crude and usually created from single trunks of trees. As time went on, they evolved to specialized uses including fishing, transportation of goods and conducting warfare. These variations became very specialized with warships having multiple levels of oars. Condition 2: The super-system has reached the point of diminishing return. Are the main technical parameters improving very slowly? An example of a system that has reached the point of diminished return is the fanjet engine. The amount of fuel burned per unit of thrust is improving in the single digit range. This is largely due to the high degree of regulation in the airline industry for the sake of safety. Improvements are absorbed slowly so as to ensure that unintended effects are minimized. Condition 3: Automatic feedback is used to perform the main super-system function. By the point that systems are using massive feedback, we can usually assume that the system is running out of resources. This is because the use of feedback is costly and indicates that costly improvements are required to bring minor changes to performance. A fanjet engine is again a good example of feedback which is employed in almost every major function on the engine. 72
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Condition 4: Multiple conflicts must be resolved for large improvements. (Many rocks appear when we begin to drain the pond). It is typical that products and services will be filled with compromise “solutions”. Between major improvements in the product, there is a tendency to ignore risks and to live with compromises. As time goes on and the product becomes specialized, these compromises mount up until changes in the operating environment expose multiple compromises. Going back to our example of the aircraft engine, temperatures are always increasing within the engine to increase engine efficiency. This increase in temperature exposes the weakness of multiple components.
Is a Hybrid or Stand-alone Phenomenon More Appropriate? Trying to satisfy an entrenched sustaining Introduction market will be unlikely with a completely new of Hybrid physical phenomenon as some very important competitive parameter will almost certainly be Competitive compromised. The sustaining market will Parameter demand that we not depart from the s-curve of Introduction of Stand-alone the existing effect. New markets will be much Physical Phenomenon (Potentially Disruptive) more forgiving and may even welcome the weaknesses of the new physical phenomenon as strength. The new Phenomenon will gather strength as a hybrid and eventually replace the old phenomenon or it will gather strength as a stand-alone phenomenon in the new market. Clayton Christensen points out, it is possible that the new stand-alone phenomenon will develop along its own s-curve and eventually become a disruptive technology, taking away market share from the existing sustaining markets. Also, if the existing phenomenon is in the rapid growth part of the S-Curve, it will be difficult to catch up. Greater resources will keep the performance ahead of the new phenomena.
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Example—Stand-alone Electric Cars Step 1: If the market is a recognized and mature market then consider a hybrid of the old and new phenomenon. Hybrid Car—Gas and Electric Step 2: If the market is an emerging or unrecognized market then consider using a completely new physical phenomena in which the native weaknesses of the physical phenomena are considered to be a strength. (Usually starts small) Electric Car for Teen Drivers — Extremely safe enclosure — Limited speeds — Restricted driving range — Full entertainment system
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The Ideal Physical Phenomenon for Useful Functions In this step, we consider which physical phenomena can perform the modification to the product that we desire. The decision of which physical phenomenon to use will come after seeing what resources are available. So, we are not making a decision at this point, but rather identifying potential physical phenomena. We create a fertile situation so that when the right tool is presented, we can see its merit. In effect, we are sensitizing our minds for the next step in which we consider the substance, object and field resources around us. Armed with the knowledge of what is possible, it will be easier to identify the value of a resource when we see it. Some of the phenomena that we consider in this stage may seem a little wild or too weak to perform the function. Remember that there are ways to tame wild phenomena. Weak phenomena can often be boosted in latter stages of the algorithm. Therefore, it is important to keep an open mind to the possibilities. In-Use Physical Phenomena The first phenomena we should look at are the phenomena in use in the given industry. We will refer to these as In-Use. It is perfectly fine to consider these phenomena. After all, successful products have already been built using them. “New” Physical Phenomena The second set of phenomena is those that can deliver the required function, but are not available in the given industry. While the phenomena that we discover may not be new in the sense that we have discovered them from research, they may be new to the industry. If we have determined that it is time to change form the given physical phenomenon, then these candidates may be what we need. The Ideal Physical Phenomena Must Have a Chance to Compete The ideal resource is capable of holding its own. It must be abundant and capable of providing as many functions as possible. In the final set of tools, we consider which potential phenomena would be the most ideal. We “filter” for certain characteristics. What we have left over are the most likely candidates.
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In-Use—Identify the Competitive Alternative through Observation and Questioning Here we learn about potential physical phenomena from competitive alternatives. Competitive alternatives are any systems that can potentially compete with the system that you are simplifying or creating. A newspaper is competition for the television. Car or truck transportation is competition for airline travel. The competitive alternative is what people currently use and what they would use if they didn’t have what they are currently using. Remember that this is not necessarily what you would consider to be direct business competition. For a pet watering bowl, the competitive alternative might be a large bucket. In the early stages, Southwest Airlines did not compete against other airlines; they were in competition with traveling by car. It is very tempting to go on personal experience to answer this question, but this is a trap. Often, inventors assume that they are like everyone else. There is wisdom in going to the battle to see how it is really being waged. There is no substitute for this. Don’t be satisfied with talking to a few people.
Method Step 1: Observe what the target market currently does to satisfy this function. If possible, go and watch before talking. By observing you get to the truth. What people do and what they say that they do are often two different things. Step 2: Ask how they satisfy this function and what they would do if they didn’t have what they currently use. This may give some valuable information into the history of the function. They will often offer what they did way back when... Step 3: Identify what “extreme users” currently do to satisfy this function and what they would do if they weren’t using their current means. Extreme users often have a range of experience with uncommon ways to satisfy a function. Step 4: Ask everyone that you interview where they go for the source of items and products that they need to do these jobs. This will set you up for the next step.
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In-Use—Observe Existing Products While competitive alternatives can be anything that others would use if they were not using our system, there may be obvious competitors in the market place. Let’s go to the store to see what these products and services are.
Example—Pet Food Container Step 1: Go to a store that would sell products that deliver the required modification. I am interested in containers that serve pet food, so I go to a pet store or the pet section of a department or grocery store. Step 2: Note brands and producers. Do the producers sell more than one product? Who are the main producers? I note that there are three main manufacturers that sell products in the category that I am interested in. Step 3: Look for product trends. The trend is to combine the food bowls with large storage containers and to keep the food at a level that is comfortable for the pet. Step 4: Read the labels. What do they claim? claims to slow down bugs.
One
In-Use—Internet Product Search Learn from the competitive alternatives (Remember that these may not be direct competitors). What jobs do they do? What functions do they perform? What Physical Phenomena delivers the functions? If you are searching for an unrecognized market and you find a major competitor then go back to the drawing board.
Example—Stopping a Speeding Car Step 1: Use an internet search-engine to determine what products are offered. “Stop-Sticks” are found on police equipment websites. They are a triangular shaped device that cost $380 per set and can be deployed by throwing them into the road way. The occupant has little time to react and often rolls over them. The sticks can immediately be pulled back to allowing pursuing law enforcement cars to pass unharmed. As an added feature, the stop sticks are replaced if damaged for up to 4 years. It takes a fair amount of training to use them. If they are thrown too early, the occupant has time to swerve, potentially into the officers throwing Idealize Useful Functions
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them. A “marker” is used on the side of the road to time the throw. When the fleeing car passes the marker, the stop sticks are thrown out. One tricky feature is that the officer needs to be close enough to throw the sticks, which may put them into a dangerous situation. They come with 80 ft of cord to pull them out of the path or into the path of cars. This does not mean that the officer can be 80 feet away when throwing the stop sticks. An interesting feature of these stop sticks is the number of police officers killed while deploying them. The most common fatalities have to do with drivers swerving to avoid the sticks and striking officers. Others have been killed while trying to retrieve them. Sadly, they are sometimes killed by the pursuing police car. They may try to retrieve them to keep pursuing law enforcement cars from also running over the stop sticks. Another tricky feature is that pursuing officers are often very close behind the speeding car. It is difficult to convey at what point the sticks may be thrown out. The police car may also try to swerve to avoid them which endanger officers trying to deploy them. Another problem reported is the use of stop sticks on people that were not breaking the law. Another competitive alternative is tire spikes—these range from $400 to $800. These spikes spread out to as long as 25 ft. They are capable of piercing truck tires. The tines can be replaced in seconds should they become damaged. The spikes enter the tires and break free from the retainer. They are hollow and slowly deflate the tire to avoid dangerous blowouts. Another competitive alternative is the X-Net. This is a netting covered with spikes. The spikes attach to the wheels and the net is wound onto the wheel thus stopping it. It is purported to be capable of stopping vehicles in excess of 10,000 lbs. Step 2: Refine the search by noting and using nomenclature and names that are common to the industry. Stop Tech Ltd. is the company that makes Stop Sticks. Step 3: Consider cheap competitive alternatives. I could not detect any cheap alternatives. Big rocks would be too dangerous, especially for pursuing police officers.
In-Use—Check for Disruptive Technologies This tool is especially important to consider when targeting a market segment that is already consuming and in which you are trying to sustain the momentum.
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It is easy to get caught up in calling any great innovation a disruptive technology, but be careful how this term is used. Disruptive technologies are products and services that are typically disruptive to a business practice. Ultimately, they are so disruptive that many great businesses can no longer compete. The ones that you typically have to be concerned with are those that may disrupt your business. For instance, they do not give the margins that you have come to expect. They do not intersect your supply chain. They do not satisfy the same levels of performance that your main customers have become accustomed to. They require new vendors. Often, a disruptive technology will require a whole new business model. This is the most disruptive of all. As management considers these technologies, they will seem distasteful and will reject them because they feel that they are doing this in the best interest of their company. Remember, they are held captive by their largest customers. Few resources are left over for other customers and disruptive technologies. These disruptive offerings are generally initiated in industries that are not your own, but may be closely adjacent. They satisfy someone that is not currently purchasing from you, so they seem innocent. They usually do not perform at sufficient levels to attract the attention of your main customers. This is because they are designed to perform the same functions that your products perform, only for other markets. As these offerings increase in performance, eventually, they will have the capability of satisfying low-end customers in your market. Again, this seems innocent as these low end customers are not important to your business as you move up-market to gain higher and higher margins. Slowly, these offerings will gain in performance as they are fueled by the cash coming into these markets until you find that they are cutting into your mainline customers. Often, it is too late at this point because of the resources required to change over. Developing a whole new supply chain is very impractical. History has shown that it is nearly impossible to copy a disruptive technology at this point. Vendors are often locked up while supplying the new supply chain. Consumers have loyalty to the early products. You might ask why we are not intent upon creating technologies which are disruptive to our main competitors. While it is possible to create technologies that are disruptive to other’s businesses, this strategy can only work if your company is open to destructive creation of products and to the creation of new business models, usually in completely separate business units than your legacy products. In order to disrupt existing competition, you will ultimately cannibalize yourself. Remember that these are your competitors and you are competing for the same market. If the market of your competitor begins to move to your new product, they must also stop buying your legacy product. Most companies will find that it is usually better to try to satisfy a market that will not likely compete with your market. If you pick a non-consuming market to satisfy, there are many opportunities to create new offerings. The need to compete is virtually eliminated. You would only do this out of spite for the competitor which is not really a good business practice and will generally take you nowhere. Idealize Useful Functions
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If you are still determined to create a disruptive business for your competitor, there are more hurdles. This disruptive technology will need to compete against your biggest customers for resources. It will also be necessary to change long-held company values at the highest levels of the business. It is hard to admit that your business strategy and company values are wrong. In order to make this kind of change a lot of people have to be aligned and committed. If they are not convinced, they will likely revolt in passive ways that are hard to detect and counter. A better approach than directly disrupting your business would be to start a new business built on a learning approach with its own resources. This business will create its own business model and supply train from scratch. Finally, if you are still determined to create a disruptive technology within an existing business, you must recognize that, the business needs to have an offering which can stand on its own in some market. This is a large challenge on its own as most offerings fail due to all of the market conditions. In summary, it is usually not a good practice to try to create a disruptive technology (disruptive to you) within an existing business and customer base. The more likely place to create disruptive technologies is with new business startups. These have the ability to recognize market segments that are not being served. The reason for considering this step here is that others may be encroaching on your market and it is necessary to consider the physical phenomena that this disruptive technology is using. We do this because there is a way out of this trap and that is hybrid phenomena. Hybrid phenomena are the combination of two phenomena in such a way that the performance gained by one phenomenon compliments the other. In this way, the new phenomena can be used to better satisfy the existing market. This would be difficult to do if we made a sudden jump to the new phenomenon. When this occurs the performance is usually less than what the existing market expects. According to evolution of systems, when we move between physical phenomena, there is usually a transitional state through hybrid phenomena. A recent example of this is hybrid electric and petrol fueled vehicles. Checking for disruptive technologies amounts to looking for analogous functions in closely adjacent markets and then looking for how those functions are delivered. There are usually people in the business that have seen technologies that they would like to bring into the business. They may sense that these technologies will one day compete with them or that they could be exploited with current customers, but there is little support within the businesses. History has shown that many toppled businesses have seen these disruptors coming but were unable to respond adequately. The typical response is to try to force these disruptive technologies into existing markets with disastrous results. The new phenomenon is not capable of delivering the performance that the existing market has come to expect. As mentioned, the strategy that typically works is to strive for a hybrid technology that enhances the current technology. Once
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established, the new phenomenon will begin to take over from the existing phenomenon, all the while satisfying existing customers.
Method Step 1: Identify technologies that exist in adjacent markets that seem to be threatening the existing business. These may be low cost alternatives or alternatives that use a different physical phenomenon to deliver the function. Step 2: Identify the physical phenomenon that is used to deliver the function. It is likely that this will later be considered for a hybrid physical phenomenon to satisfy the target market.
In-Use—Patent Searching and Study One of the best times for performing a patent search is when you 6,543,345 are searching for physical phenomena to deliver a function. During this particular step, we will be considering searching for 5,678,432 physical phenomena inside the given industry. Later, we will be 3,234,211 searching for patents outside the industry as we identify analogous situations. Not only will we better understand the possible physical phenomena that can be used, it is inevitable that other types of valuable information will be gathered along the way. Most people wait too long in the inventive process to perform a patent search. It is usually done after much time and expense to develop their invention. Often they find that someone has already patented their idea or that more useful and elegant concepts are available. This can be quite a blow! Waiting too long occurs for a variety of reasons: First, people get excited about an idea and they want to develop it without delay. It is easy to get very excited about what the future will bring. Wealth and fame are at your fingertips! There is no time to waste! The idea must put on the market before someone steals it or you lose your drive! This fear is usually unfounded and based on the idea that if we had the idea then the conditions are ripe for someone else to have it. Be patient, there are many inventions to be had if this one doesn’t pan out. Secondly, considering a patent search can invoke fear. It is like knowing that you should see the doctor while fearing that he will give you bad news. It is easy to this put off, but, like going to the doctor, the time investment is small compared to the time that can be wasted by not acting. It typically takes a Saturday morning to do a thorough patent search which is a small investment compared to the typical development time for an invention. Even though the resulting information can be somewhat deflating, it is better to start with a realistic view.
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Thirdly, a patent search can appear to be beyond our capabilities. After all, people are employed full time to do patent searches! Again, this fear is unfounded. It is important to remember that you have several advantages that professional patent searchers do not have. You are motivated by the prospects of your idea. (A patent examiner is employed for money and is obligated to perform to certain minimum standards). You are not constrained by time and can afford to search to the bitter end. (Not all patent examiners are thorough and there may be time constraints on some examiners). You are more familiar with the technology than they are. (They do not have the time to become expert at the technologies that you are interested in). With a little practice, this overwhelming task can become natural and commonplace. Forth, understanding patents is difficult. Admittedly, patents have their own language. In this language, there is no legal prohibition to making up words! Patents can seem very stiff and…legal. Remember that it is in the favor of the legal profession that they look this way. We can easily convince ourselves that only patent attorneys can read patents. On the contrary, anyone can thoroughly understand a patent if they are willing to take the time. They have a repeatable structure, so you can learn the parts of the patent that you need to go to for specific information. Remember that it is much easier to learn to read patents when you are motivated by an idea. This will force you into the patent. Read it, digest it, and diagram it. Soon, you will be speaking “patenteze”. Reading and understanding your first patent may take you a half day, but the next patent will go much faster. Fifth, some feel that seeing what others have done will keep them from looking “outside the box”. Sure, there is a possibility that this can temporarily happen, but remember that this whole book is about making us uncomfortable inside the box. There are multiple opportunities to kick ourselves outside. Also, lots of additional information is learned along the way that strengthens our general understanding of physics. Understanding a broad spectrum of physical phenomena will make you a better inventor! Where we get into trouble is by studying only certain areas of physics deeply. Remaining “specialists” can have a constraining effect on our imagination. It is ok that you do not understand everything about patents when you begin your search. True, like first time car drivers, it is impossible to know what you do not know, but you have to start somewhere. If you make mistakes, remember that there are is a world of potential inventions out there. Dive in and you will find that you have more capacity than you thought! There is a wealth of information in patents that is often overlooked. Patents are structured so that others can duplicate the results of an invention. Consequently, it is necessary to give away many details. Most patents begin with a description of the typical approaches that are already available. This sets the stage for why their idea is an improvement. It usually gives the history of the problem (and sometimes the industry) and also a look at alternative physical phenomena that have been used. Following this section is a description of the invention and why it is an improvement. This gives details into new physical phenomena that may have been used. It may describe how various object attributes affect the operation of the product. You may also be able 82
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to detect how the inventor overcame various contradictions. Clearly articulating the contradiction that was solved helps an inventor explain why their invention is “non-obvious to those experienced in the art”. This is the main hurdle that is required to get a patent. Next is a detailed description of the architecture of the invention. This gives valuable clues concerning the details of the physics. Finally, the claims section gives an idea to the scope of what the patent examiner thought was allowable to claim for the invention. Unless you are having problems with your computer, it takes about two hours to prepare for your first patent search. Mostly, this involves setting up links in your browser and a patent viewer. The patent viewer is important because looking at pictures conveys information much more rapidly than reading patenteze. Here is how to setup your computer browser with the necessary bookmarks to do a basic patent search: Step 1: Go to www.uspto.gov. This is the official patent website for the US government. If you take the time to familiarize yourself with this site, you will discover that a lot of effort has been made to make patent search and application easier for individuals. All of the forms are available for self application. There seems to be a bias towards helping individuals over corporations. You will particularly notice this if you submit a patent for consideration (this is called prosecuting a patent). People at the patent office sometimes bend over backward to help individuals, especially ones that have never been through the process before. Step 2: On the home page, go to “Patents”. You will find this on the left-hand side. If you click on this, a drop down will show you a several links. “Search Patents” is down the list a little. Go to this and bookmark it with a memorable name. You can also find this at http://www.uspto.gov/patft/index.html. This page is the main page for beginning patent searches. It allows for a variety of patent search formats. Step 3: Download the patent viewer for viewing patent drawings. As mentioned, viewing the patents will help immeasurable in understanding them. To access the viewer, go to http://www.uspto.gov/patft/help/images.htm. The program that you download for viewing patents is dependent upon the operating system and internet browser that you use. Follow the instructions and links for your particular operating system. If you are like most people and use the windows operating system and Internet Explorer for your browser, you can go to http://www.alternatiff.com/install/ to directly download the viewer. Remember to bookmark this page in case you need to reload the patent viewer for some reason. You will know that you have succeeded when the text appears at the bottom of the page informing you that it is installed. Step 4: Bookmark the definition of classifications and give it a memorable name. It is located at: http://www.uspto.gov/web/patents/classification/selectnumwithtitle.htm. Each patent is assigned a patent classification. Having a link to the classifications helps the searcher delineate between classifications. When you get to this page, you will notice that there is a numbering system which starts with items such as “apparel”. Remember that this is a very old system of classifying Idealize Useful Functions
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patents that was based upon products that were available when it was started. Scroll through this list and look for more modern classifications to appear. Click on any one of the definitions. This will take you to sub-classifications. Patents are usually assigned a classification and at least one sub-classification. When you select one of the classification numbers, you finally arrive at the definitions. Step 5: Bookmark the index of classifications and give it a memorable name. It is located at: http://www.uspto.gov/web/patents/classification/uspcindex/indextouspc.htm. When you have an invention with a common name, you can find the classification by going to this index. Everything is listed in alphabetical order. For instance, if you are working on an improvement for hand shovels, you can go to shovels and find that there are a variety of objects which are referred to as shovels. There are hand shovels, power shovels, crane shovels, loading shovels, plow shovels, etc. This is important to know because many of these systems provide exactly the same function as the one that you are considering. In effect, they provide analogous functions in different industries. It is possible that they use physical phenomena and lines of evolution that are different from your industry. These can be put to work in your situation. Also, when you later identify other analogous products, you can readily find the patents for these products by using this index. Step 6: Bookmark the Advanced Search page and study the examples for Boolean searches. (Note that you can search for phrases in parenthesizes.) Now you are ready to perform the actual patent search.
Method Step 1: Search for patents directly related to the modification that you would like to perform Step 2: Using Advanced Search, search for key words in the abstract or body of the patents. Step 3: When you finally find a patent which is close to the intended subject, identify the classification. Step 4: Search by classification, making use of the Definitions and Index of Classifications. Make sure that classification includes possible patents that cover the field that you are interested in. Step 5: When you find good representative patents, note and view all patents cited. Step 6: Now search these patents and continue the process until no new patents regarding your area of interest show up. Step 7: Search patents for physical phenomena that are unusual to your industry. 84
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New—Intelligent Little People One of the most important tools of investigation is empathy. This is the ability to become a part of the system that we are investigating and to see it from this unique perspective. The principle of empathy is very powerful, but has a few limitations. First, we provide only one perspective from which to view the problem. Secondly, we must exist in order to view the problem. In other words, we cannot dissolve or disappear. Third, there is just one of us to interact with the system. If there were more of us to interact, this would open up new possibilities. These difficulties are largely overcome by using the principle of little intelligent people.
Example—Self cleaning air filter Step 1: Envision the system as composed of intelligent little people who can work together. They also have the capability to disappear and reappear if necessary. What do they do to accomplish the desired result? How do they intelligently act together? The little people pass the particulates from one to the next while allowing air to flow. Step 2: Consider possible physical phenomena that can accomplish this cooperation. A separate liquid moves along the surface due to a mechanical action. The liquid acts to trap and carry the particles. Lungs clean themselves using this same action.
New—Evolution of Field Phenomena Examine the Table of Fields in the Appendix. Note that the top fields are the most abundant fields and the bottom fields are typically the least abundant. In general, systems tend to use the top fields first for muscle and then the lower fields for sensing and control. Later, the lower fields may become more abundant. When they are both abundant and controllable it makes sense that systems evolve toward the bottom fields. By examining the fields currently being used by your system, or similar systems, you can guess the fields that might be used next.
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Example—Lawn Mower Step 1: What fields are currently being used to deliver this function? Currently, the blade is cut by a mechanical highpressure field that makes use of the grass’s inertia Step 2: What are the next fields that will likely be used? oscillations. Jet pressure
New—Library of Effects The Library of Effects is table of physical phenomena that can be used to deliver functions. Once we know the modification that we desire, we can find a similar function in the table. Usually, this is a generalization of the desired function. The table usually gives many physical phenomena that can deliver the desired modification to the product.
Example—Clothes Dryer The function of the air in the dryer is to evaporate water. Step 1: Convert given function to a Generalized Function.
Evaporate Water
The generalized function is to move a liquid. Step 2: Find phenomena in the Library of Effects. Go to one of the sources for the library of effects. Some commercial software have this library. A scaled-down version can be found at:
Move
Liquid
www.creax.com Locate the generalized function and then consider all of the physical phenomena that can be used.
Fabric (Capillary action) Move
Liquid
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New—Analogous Products—Patents Outside Your Industry An analogous phenomenon produces the same result that we want on other objects. This can be transferred to our situation with satisfying results.
Example—Removing a Sliver
Extract
We would like to identify a new physical phenomenon for extracting slivers.
Sliver
Step 1: Identify an analogous product. What other types of objects require the same modification? A nail is analogous to a sliver.
=
Step 2: Identify the common tool for modifying this product and the minimum feature required for the modification. Search for patents related to the modification of this analogous product. A crowbar is used to extract nails. The feature that performs this modification is the claw. Step 3: Transfer this feature to the new situation. Consider combining this with the existing tool or transferring the minimum amount of the tool.
Mini-CrowBar Removes Sliver
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New—Analogous Products—Mega Trend If we look in industries that perform a function on a massive scale, we can often discover the evolutionary trend for this function along with physical phenomena which are used to accomplish it. It is even possible to identify physical phenomena by using the patent database.
Mega - Product = ?
Example—Moving Large Amounts of Packaged Materials We would like to move sacks from a truck shipment to a location on the factory floor. Typically, this is done by hand, unloading one at a time.
Move Sack
Step 1: Identify analogous products in leading industries. These are objects which require the same function that you are considering. It may be necessary to think about the modification differently. Cans are an analogous product. Step 2: Identify trends for performing the function where a large amount of this product requires the same modification? Consider looking at patents for this analogous product. Can you identify the evolutionary trend? The Cans are moved on pallets as large groups. As more and more things are moved, they seem to be moved in large groups rather than oneby-one.
Cans
Trolley / Pallet Move Sacks
Step 3: Apply this to the product that you are considering.
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New—Analogous Products— Bio-mimicry Nature has developed many analogous phenomena that can be employed to perform functions. The concept of analogous phenomena starts with an analogous product. Identifying objects in nature that require the same function will begin to lead the seeker to new physical phenomena.
Natural Product = ?
Example—Catching Chips When we grind an object, small chips are ejected. We would like to constrain these chips.
Constrains Chips
Step 1: Identify analogous products in nature. What objects in nature require or have this same function imposed? You might have to consider variants of this function. (Look for primitive natural analogies). Flying Insects are often caught in webs. Step 2: Identify the natural Tool/ Effect? As stated, the insects are often caught in webs.
Sticky filament Constrains Flying Insects
Step 3: Transfer the Effect/Tool to the new situation. A sticky filament will catch the flying chips.
Sticky filament Constrains
Flying Chips
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New—Merge or Interact With Multiplied Tools If you are aware of a physical phenomena which can perform the function there is a possibility that a completely new physical phenomenon can be identified by multiplying the common tools and then making the multiplied tools interact with each other.
Example—Common Knife Step 1: Identify an object related to a physical phenomenon that is similar to the one required. Consider a knife. Step 2: Multiply the system. Start with two. Now we have two knives.
Step 3: Can these tools be merged or interact together to create an unexpected capability? Try different orientations. Try merging the knives. The knives become scissors. Step 4: Consolidate Elements if Possible
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New—Hybrid Combination of Physical Phenomena This tool if extremely useful when you are working with a demanding sustaining market and the resources of the current phenomenon are becoming limited. This is a way to move to the new physical phenomena while increasing (rather than sacrificing) performance, as is often the case when jumping to a new effect.
Example—Transition to Electric Car Jumping entirely to a fully electric car would sacrifice too much.
Moves
Step 1: Begin with a common physical phenomenon that is normally used to deliver the modification. Internal Combustion Engine Step 2: Identify another phenomenon which performs the same modification. Electric Motor Step 3: What is the feature of the new tool which would extend the capability of the first tool? Torque at low speeds Step 4: Identify the cheap tool which should deliver most of the function. The Internal Combustion Engine Step 5: Combine both phenomena into a hybrid. A new capability should emerge. Try combining both as Hybrid whole tools. Try transferring just the Engine desirable feature. Consider having Moves the two physical phenomena interact with each other. Drive Train
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Filter for Abundant Resources The availability or abundance of resources to deliver the physical phenomena must be high. Objects and resources are already present in the environment that can help deliver the physical phenomena. We do not determine in this section whether a sufficient abundance exists. This will occur in the next section. That is why this section deals with possible physical phenomena.
Method In order for the physical phenomenon to have any chance, it should be abundant in the system. Step 1: Identify abundant fields—these are usually associated with abundant physical phenomena. Step 2: Filter the potential phenomena (previous steps) to allow only those which are abundant.
Filter for Inherent Harm (Contact) Some physical phenomena require the addition of harmful interactions. This is especially true with physical phenomena that require contact. If physical phenomena are present which do not require contact and the resources for providing this physical phenomena are abundant, then consider these over those that require contact.
Method Step 1: Filter the physical phenomena that you are considering for contact.
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Filter for Multiple Functions A more ideal function is capable of performing multiple functions. The value of objects in a system is dependent upon two things, the number of useful functions that they deliver and the burdens that they create. In this case, we are considering the number of functions that they deliver. It is only possible to consider multiple functions if other functions in the system are already required. There is no reason to create functions to perform in order to allow a physical phenomenon to perform more functions. The secondary function that the phenomenon performs may be a supporting function but more ideally, it should be a primary function that acts directly on the system product.
Method Step 1: Search for additional functions within the system that the physical phenomenon could deliver. Step 2: Look for opportunities to use passive feedback from physical phenomena that can both sense and actuate. Examples are bi-metals. Step 3: If necessary, can the physical phenomenon deliver the function and the anti-function?
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Discovering New Physical Phenomena The discipline of invention would be incomplete without the consideration of discovering new physical phenomena. These discoveries, while taking much longer to break through, have had profound impacts on all of technology. Discoveries such as the lasers, particle beams, lithographic processes, and ultrasonic phenomena have transformed our lives. The way that we define a physical phenomenon has a large influence on how we might go about discovering new phenomena. Here, we will use a fairly broad definition of physical phenomena and then discover how this might influence how we would go about searching for new phenomena. A physical phenomenon is a unique combination of fields and substances which allows for the delivery of a function. The term “physical phenomena” is a human convention which allows us to create order from chaos. We classify what we are seeing in order to repeat it and use it for our purposes. Even the concept of a “field” (as used in the above definition) is a human convention. One might argue that 99% of all interactions in nature are the result of electron to electron interactions. Such a narrow definition of field limits classifications greatly. Here, we will consider fields to include the ones that we studied in physics courses. Let’s say that we were the first to discover capillary action. Perhaps we were the first to construct a glass tube and place it into a liquid. We might have seen the liquid move up the tube to a position higher than the liquid in the vessel that contains it. So, what did we notice? The liquid was modified. It changed its shape, height or relationship relative to the glass, etc. In other words, it performed a function because it modified one of the attributes of the liquid. This point bears repeating often: the value of a physical phenomenon is that it is the means of delivering functions. In this context, the search for new physical phenomena is actually the search for new ways to deliver functions. (This logic is not perfect in that we may find a new way to deliver a function which involves an existing physical phenomenon.) This search often begins with the thinking “If only I could find a way to…”. Perhaps we search existing Libraries of Effects and physical phenomena as well as an exhaustive search of the internet. Nothing turns up. If we are particularly serious about delivering this function in a new way, we may do something radical. We may begin an innovative quest…. The anticipation of new physical phenomena by mental synthesis is possible. One method is presented, Intelligent Little People, which allows us to mentally manipulate substances or entities. The field is generic because it is an influence that passes from little person to little
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person. The little people act intelligently based upon information that they receive from each other. We can then mimic what the little people do with substances and simple paired fields.
Intelligent Little People One of the most important tools of investigation is empathy. This is the ability to become a part of the system that we are investigating and to see it from this unique perspective. The principle of empathy is very powerful, but has a few limitations. First, we provide only one perspective from which to view the problem. Secondly, we must exist in order to view the problem. In other words, we cannot dissolve or disappear. Third, there is just one of us to interact with the system. If there were more of us to interact, this would open up new possibilities. These difficulties are largely overcome by using the principle of little intelligent people.
Method Step 1: Envision the system as composed of intelligent little people who can work together. These people also have the capability to disappear and reappear if necessary. What do they do to accomplish the desired result? How do they intelligently act together? Step 2: What is the message that the little people give to each other. What kinds of natural fields mimic these messages? What paired substances interact strongly with these fields?
Drive Measurement and Detection to the Extreme One might argue that “new” physical phenomena are going on around us all the time. Unfortunately, we are not capable of detecting it, because it is beyond the normal range of human sensing. For example, without special filters, it would be impossible to detect the polarization of a ray of light. In order to see what is going on around us, we must look with a new perspective; we must use tools which are capable of detecting modifications to substances and fields in places and under circumstances that are extreme. Extreme circumstances would include extremely small, extremely hot, extremely cold… Whenever you drive anything to the extreme, you will likely see or experience new phenomena. Being able to see smaller things or further into space, or probe areas of the micro and macro universe or into extremely unusual environments will likely uncover unusual physical phenomena. 96
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Method Step 1: Identify an attribute that you would like to detect to the extreme. Step 2: Create a measurement system that can detect to this level (see measurement and detections). Step 3: Measure to the extreme and see if what is observed matches theory.
Natural Analogous Effect The biological kingdom performs countless functions at large scales and small. The diversity of functions and physical phenomenon are great. What if we could only train Natural Product = ? ourselves to see things in a new way and ask ourselves hard questions? Why are eagle claws always sharp? How do bird feathers hold their shape? How can a bumble bee fly? When we are searching for new ways to deliver functions, we can look to nature to see how it delivers these functions and duplicate what it does. Nature has developed many analogous phenomena that can be employed to perform functions.
Method Step 1: Identify analogous products in nature? (Look for primitive natural analogies). Step 2: Identify the natural Tool/ Effect? Step 3: Transfer the Effect/Tool to the new situation
Drive Fields to the Extreme Another way to find new physical phenomena is by looking at physical phenomena that have been driven to the extreme. There are different ways to drive a phenomenon to the extreme. We may pair a field with a substance that is particularly susceptible to the field. We may drive the field to an extreme level. We may create a very precise degree of order to the substances or to the fields. We may drive a physical attribute of one of the substances to the extreme. In each case, we will likely discover that nature behaves in unusual ways. These unusual responses can often be used to deliver functions. Nicola Tesla was legendary for driving fields to the extreme.
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No electrostatic field was ever high enough for him; he always kept pushing and as a result, discovered new phenomena and fundamentally new ways to deliver functions.
Method Step 1: Identify fields in the Table of Fields (Appendix). These fields will be applied to a substance at the same time. Step 2: Drive the field to the extreme. This might be extreme intensity or for very short durations. Step 3: Look for new phenomena.
Drive Order to the Extreme Whenever order is driven to the extreme, new physical phenomena are discovered.
Method Step 1: Where there is little order, drive order to the extreme and look for new physical phenomena. Step 2: Where there is great order, drive chaos to the extreme and look for new physical phenomena.
Drive Attributes to the Extreme Whenever physical attributes are driven to the extreme, new physical phenomena are observed.
Method Step 1: Take an attribute of an entity and consider means in which this can be driven to the extreme. Step 2: Drive this attribute to the extreme and look for physical phenomena.
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Chaining Physical Phenomena As a fallback to creating a completely new physical phenomenon, consider the possibility of chaining physical phenomena to deliver the function. This is especially true if substances and fields can be consolidated.
Method Step 1: Some software is capable of chaining physical phenomena to deliver a function. Step 2: If software is not available, chain a final and starting physical phenomenon together with connecting phenomena. This may be done by trial and error.
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The Ideal Tool for Useful Functions The IFR is a classical TRIZ tool. First, we ask ourselves what final result should be, and then we tell ourselves that we will achieve this result without the use or addition of any object or substance to the system. This is often possible when we can get an object to perform more functions than it normally would. It is also possible if we can eliminate objects and allow something in the system to take over the function. Up to this point, we have avoided adding any tool to the system. If we have reached this point and still need to add a tool, then we must do it in the most ideal way possible. We are trying to add as little substance or objects to our system as possible. We would still like to perform our function without adding any object. If possible, existing objects and ambient fields should perform the modification. If this is not possible, only then do we consider adding objects. The best situation is a small change to the product that allows an ambient field to perform the function. According to the law of increasing ideality, the value of any object increases when the number of functions that the object does is increased and the number of harmful factors decreases. In general, this means that we would like to get the most functions possible out of each object. Each tool should take on as many functions as possible. Parasitic Tools Parasitic tools use something which already exists in the system, super-system or environment to perform the function. When this occurs, it is actually possible to get something for nothing. Theft of Functions If the tool must exist, we should make the most of it. The system will become more ideal with fewer elements. Thus, we must look around and see of a given tool can perform more functions than it already is.
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Parasite—Already Poorly Performed by Native Fields Sometimes, a function is already performed by some natural phenomenon but it is done very poorly or even harmfully. With a little help, we can boost these functions until they become useful.
Example—Protecting a Radio Tower from Lightening A classic TRIZ example is the radio tower which requires lightening rods to protect it. We must guide the current, but we would like to do this by using native fields.
Guide
Current
Step 1: Is the function already delivered by a super-system tool, even poorly? Yes, the air guides the current poorly. The charge comes to the ground in concentrated form Step 2: What physical phenomenon is employed to poorly deliver this function? To initiate this, the air must be locally ionized. The air then becomes conductive. As the current is conducted, there is a self concentrating effect caused by many moving charges traveling in the same direction.
Air
Guides
Current
In following steps we can ask what modifications to the fields or the tool allow the function to be boosted. These modifications may require the small addition of substances or structures which react strongly to the native fields.
Parasite—Abundant Native Fields Most objects are awash in native fields. These fields do not remain constant throughout the product life cycle. By identifying the fields all around the product, we locate tool resources that can perform the function.
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Example—Cutting a Pie before Consumption Step 1: Process Map the product life through relevant life stages.
Produce Pie
Freeze Pie
Transport Pie
Step 2: Look through the Table of Cook Pie Fields at the end of this appendix. Identify which native fields the product experiences at each process step. Which of these native fields perform this function even poorly? Thermal fields can deteriorate the crust. I suppose that this is a useful Oven variant of cutting Step 3: What Effect or physical phenomena can be employed to deliver this function? Melting or Chemical Reaction are possible physical phenomena.
Cuts (Melts part)
Crust
In the next steps we can try to boost this function.
Parasite—Laundry List of Adjacent Elements In this step we consider ordinary elements about us that might be pressed into service to deliver the required physical phenomena. This method is especially effective with low level fields such as elastic, gravity pressure, etc.
Laundry List
Example—Pet Feeder—How can we stop insects? Step 1: Make a laundry list of adjacent elements, especially those which were not considered in the supersystem functional models: Pet Food—Water Bowl— Water Hose—Water in Water Bowl—Food Bowl— Cement or Ground. Step 2: What fields are associated with these objects: —Surface Tension—Water Bowl —Mechanical fields—Food Bowl & Water Bowl —Water Pressure—Water hose
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Step 3: Consider ways in which elements on the list might be pressed in to service to perform the required modification. The water stops the crawling insects.
Water
Stops
Step 4: Consider decomposing elements into new components.
Insects
Parasite—Use of Cheap Abundant Substances When a function can be delivered at low cost, the value of the system increases. If there is a way to use a cheap abundant substance, try to use it. If the phenomenon is weak, it may be possible to boost the phenomenon later.
Method Consider the following list of cheap substances. Could any of these be used to deliver any of the phenomena that you are considering? List of Cheap Substances: Powders—Foams—Voids—Water—Ice—Steam— Hydrates—Air—Nitrogen—Carbon Dioxide—Oxygen—Corrosion— Decay—Sand—Soil—Rocks—Waste—Waste Water—Sawdust—Waste Glass—Waste Gases—Waste Paper—Garbage—Yard Waste—Industrial Wastes—Hybrid Substances—Disassociated Forms of Any of the Above—Products of Interactions—Starting Materials—Final Products— Semi-Finished Elements
Parasite—Nearby Similar Tool Depending on how systems evolve, it is common that several elements in the system perform the same function. These objects may perform the same function on different or biased products. Sometimes, this tool can be pressed into service to perform the function on both products.
Example—Air Pump Nearby Pump
The pressurization of air is required. Step 1: Identify a similar tool nearby which performs the same function. There is an oil pump nearby which performs the function.
Pressurizes
Oil Water
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Step 2: Combine and consolidate both elements into one system.
Parasite—Simplified Copy of the Current Tool Use of the current tool can be overkill, especially if the tool is a human. A simplified copy can often perform the same function as the full tool.
Example—Dangerous Missions Jets are often required to perform dangerous recognizance missions. The pilot controls the sophisticated aircraft. The pilot is capable of performing unexpected maneuvers during combat or if failures occur, but during a recognizance mission, these functions are rarely required. Step 1: What part of the current tool performs the function? The brains and hands of the pilot perform the current function. Step 2: Can a copy of the tool perform the function?
Computer (not pilot) Informs
Control Surfaces
Method Step 1: Identify human actions on the system. Step 2: Assume that the system performs these functions on itself Step 3: Note that in order to oust humans; the human function must be deintellectualized.
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Theft of Functions from Super-System (TRIZ Universality also ASIT Unification Tool) All systems within the super-system, including the super-system itself, are competing for functions. When we steal functions, the more closely related the function is to the function of your system, the more readily it will be accepted.
Example—Food Bowl In a pet feeding system, the food bowl is usually considered separately from the water bowl. Here we will consider how the food bowl might be able to steal another function. Step 1: List objects in the environment associated with the job at hand. Take especial note of objects with similar functions. A water bowl is also a part of the job of nourishing the dog. It also performs the function of containing a substance. Step 2: The Tool takes over all or part of another objects functions. This is not simply a combining of objects. When you are done, one of the two original objects should be “invisible.” There should be no compromise in the original functions. The water bowl and food bowl are combined Step 3: Completely new and unexpected benefits must emerge. Try different orientations and combinations.
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Theft from Alternative or Competing Objects Identify other objects or processes that seek to provide the same functions or do the same job. Sometimes these are not obvious alternatives. Though they may be from completely different industries, they are the true competition.
Example—Pet Feeding System Now that we have combined the water dish and the food dish, how might we steal functions or attributes from competing systems? Disposable containers are often used for food and water bowls. This is because they do not tip and they provide storage for long periods of time. Step 1: Consider objects which provide the extreme of the function as well. Disposed food containers can be used for pet drinking water Step 2: Consider taking over all or part of these object’s functions. New and exciting capabilities should emerge, as well as new synergies between the objects that could not exist before. The pet can no longer drag the food bowl around, scattering the food
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Theft—Boost Incidental Functions Most objects in a system provide incidental functions that we rarely notice. If we can identify these incidental functions and boost them, it is often possible to create more value for our product. Sometimes it takes little more than watching people use the product or service and then noticing all of the other things that it does.
Example—SolarVoltaic Panels
House Electrical System
Step 1: Identify incidental functions that the system already performs. The solar panels incidentally protect the house.
Electrifies
PV System
Photons & Rain
Stops
Step 2: What elements in the super-system normally deliver this function? Roof Tiles. Step 3: Boost these incidental functions to take over for the other super-system elements. Look for unexpected capabilities to emerge: Solar panels double as Roof tiles
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Theft—Steal Human Interactions Unless the object of the system is to directly serve humans in the system, there is usually a burdensome element to any function provided by humans to the system. When humans are eliminated from any function in the system, the system becomes less burdensome. Note that in order to oust humans, the human function must be deintellectualized.
Human
Example—Pet Feeding System Step 1: Look at the system from the viewpoint of humans that interact with the system. Are humans required to operate the system? Are humans required to maintain the system? A human is required to fill the water bowl each day Step 2: What changes to the system would allow the human to be removed from the system? What if the Feeding Human Feeding System system were to replenish the water? Replenishes Replenishes
Water
Theft—Self Service Our
The master shall not serve the slave. All human interactions on the system should be performed by the system if they are necessary.
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Idealize Informing
Subject
Functions
Observer
Informing functions have to do with measurement or detection. Measurement is actually a subclass of useful functions, but there are additional considerations that we need to take into account. First, the subject is the object being measured or detected. It is the tool of the useful function. It modifies or informs the product or observer. This seems backwards from what we would normally say in English. “The thermometer measures the water temperature”. From the English, it would appear that the thermometer is modifying the water by measuring it. In reality, the water modifies the thermometer. It changes the temperature of the thermometer which, in turn, informs or modifies the observer. This is a classic “confusing function”. The direction of the function is always from the subject to the observer. For the rest of this section, we will refer to the tool as the subject and the product as the observer. Another difference between informing functions and useful functions is that someplace in the system is a known “observer”. Unlike the typical useful function, where the only required part of the function is the product, there is a required and known observer. This puts constraints on the search for an ideal subject, informing modification, physical phenomenon and observer. Describing this in functional terms, there is a functional chain between the object that needs to be measured and the human observer that needs to be informed. For any given system, certain elements in that chain are known. For example, consider the climate control for a large building. Changes Temperature Heater
Changes Display Data
Informs
Attendant
Display
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Air
Changes Temperature Information
Controller
Changes Temperature Information
Data Bus
Changes Temperature Changes Voltage
A/D Converter
Temp Sensor
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This system will likely have a large number of sensors measuring such things as temperature and humidity. Each sensor must eventually give a voltage signal which is measured by an analog to digital converter and placed on a data bus. The data bus then changes digital attributes in the controller which manipulates the data and displays the results to a display screen where an attendant then can be informed and respond to what is displayed. The controller also affects a heater which changes the temperature of the air. Notice that the role of subject and observer is constantly changing as we move along the chain. Each observer becomes a subject for the next observer in the chain. Depending upon the part of this chain that we have control over, we will need to make decisions concerning the modifications, physical phenomena and observers that will deliver the functions. In some cases, we may have control over the entire chain, in others; we may have control over one link. The point is that for every measurement system, there are known elements that must be linked together. This is different than useful functions in which only a final result in the product is required. The system that we have shown is the extreme case, but also serves to show that there is usually a chain of transformations that must occur between the main subject that we are trying to measure and the observer or observers. Each transformation has its burdens. We would like to have as few transformations as possible to get the job done. We would ideally like the requirement to measure the air temperature go away entirely. If there were only one temperature to measure then it would be more ideal for the air to directly inform the attendant. As mentioned, in a long chain of transformations, each observer becomes the subject for the next measurement transformation in the system. As we idealize each function in the chain we first idealize the observer. We want to know why measurement is important to the observer. If the observer does not need to know the measured attribute then it may not be necessary for measurement to occur. If measurement is required, then we want to identify the ideal subject to be measured? Perhaps it doesn’t need to be measured. This allows for the most ideal systems to be considered first. A measurement system that does not require measurement is more ideal than a system where the measurement tool is idealized. The final step is to decide how the detection or measurement will occur. In this case, the most important consideration is the chain of physical phenomena and then the actual objects that will deliver the physical phenomena. Notice that we have allowed for a chain of transformations. Ideally, we want as few transformations as possible, but we still have to allow for a chain of physical phenomena in order to be consistent with the subject and the observer.
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The Ideal Observer for Informing Functions Up to this point, we have taken for granted that the observer is a required system object. We cannot afford to take this for granted. If we have any control on the system, we must challenge the requirement for the observer. The ideal observer is one that does not require the measurement to occur. Measurement brings many burdens to the system. Sensors provide auxiliary functions to systems which do not directly modify the system product. Consequently, they have lower functional ranking or value in the system. Paradoxically, sensors are often one of the most expensive elements in the system. If the need for measurement is removed, then we can usually remove a lot of system elements.
The Ideal Observer Doesn’t Need to Know There is something about the observer that makes measurement or detection unnecessary. Why does the observer want to know the attributes Change of the measured object? The reason can be disappointing. This is especially true in human systems. Take the example where an obsessive employer wants to monitor his employees. While this may seem extreme, it is nevertheless a very useful way to look at a situation from a new point of view. In order to accomplish this result a slight modification of the product is usually required.
Method Step 1: Identify the “required” observer and the required subject that must be measured or detected. If the system is technical, you may need to decide where you have control over the system and where you do not.
Subject
Informs
Observer
Step 2: Why does the observer require informing? Follow this reasoning back through the causal relationships. If a Cause-Effect Diagram is being used, it is easier to follow the chain of reasoning back to the problems that the measurement function helps to resolve. At this point, we are looking for a reason that has to do with the observer. What characteristics of the observer make this function necessary?
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Step 3: A change to an object in the system (often the observer) removes the requirement for the observer to be informed.
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The Ideal Subject of Measurement The ideal subject does not require the measurement. There are a variety of reasons that measurement may not be required. If the element isn’t required in the system or doesn’t even exist, then there is no requirement for measurement. The Ideal Subject Doesn’t Require Measurement There is something about the subject that makes measurement or detection unnecessary. As mentioned earlier, there are usually many burdens associated with measurement. The typical measurement system has many interlinking elements that wind their way back to the observer. If measurement is not required, then we can eliminate many system parts. The Ideal Subject Comes in Natural Groups If we have decided that the measurement is necessary, then the most ideal subject is all that come in a group. If the group is a natural group, then it is even more ideal. Many subjects come in natural groups. If we can perform the function on all of them, preferably at the same time, then this can make the system less complex.
No Measurement—Non-Existent Subject Measuring and detecting objects may not be required if the objects to be measured are not required in the first place. It is usually because we have difficulty discarding the subject that there is now a need to measure them.
Example—Nuclear Waste Nuclear Waste and its storage medium must be monitored. Step 1: Is the subject ever Harmful, Waste? Yes Step 2: Eliminate Subject. No way found Step 3: Eliminate Source. No way found Step 4: Eliminate Path. No way found
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Step 5: The Waste becomes useful and thus is eliminated by its usefulness: The Nuclear Waste becomes a pre-heater. As the pre-heater grows, the main reactor material is reduced
Pre-heater
Main Reactor
No Measurement—Measurement Not Required There is something about the subject that makes measurement or detection unnecessary. All measurement functions can be thought of in Change a remedial or preventative context. This may not seem intuitive at first, but consider the following. Why do we measure the temperature of air in a room? It is because the temperature tends to go out of the comfortable zone. It is not doing its job! If it were doing its job, the air would remain the correct temperature all of the time without external action. While this may seem excessive, it is nevertheless a very useful way to look at a situation from a new point of view. In order to accomplish this result a modification of the subject is usually required.
Example—Measuring Job Performance Step 1: Why is the observation required? What does it prevent? What does it fix? What does it make up for? Does it counter something? Follow this reasoning back through the causal relationships. If a Cause-Effect Diagram is being used, it is easier to follow the chain of reasoning back to the problems that the measurement function helps to resolve. This is done by considering existence of elements. Measurement of job performance is “required” because workers do not always perform in a manner that is “best” for the company. This is a remedial function. Also, it is “required” so that the company may know how to recompense the employee. This is also a preventative action to keep the employee from leaving. Both remedial and preventative functions are prime candidates for removal. By taking it for granted that these remedial or preventative actions are required companies spend a great deal of time and money on this process. Step 2: A change to an object in the system (often the object that we are serving) removes the requirement for the main function and hence the objects that deliver the function. In other words, if something did its job better, our system wouldn’t be needed. In this case, we might consider changing the system of how the company “contracts” with the employee or allowing employees to identify areas that they could better serve the company with their particular talents. It may be possible to hire employees that have already been through the gauntlet and have proven themselves to
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be worthy of not monitoring. In some highly countries, salary increases automatic and dependent upon competitive pay for that position.
No Measurement—Direct Acting Sensors—Operation about Critical Points A critical point is a region of operation where the properties of an object change abruptly. Most physical phenomena can be tailored to operate in the around a critical point. The boiling or melting points of a substance are critical points. Operating near critical points allows for direct acting elements. For passive control, we demand that the sensor use the same fields for sense and modulation (the subject is a combined sensor and modulating element).
Example—Fluid Temperature Feedback Consider a control system that measures the temperature of a fluid and then actuates a fluid closure element. Step1: Identify the fields associated with the parameter of the subject that is being sensed: Temperature Step 2: Identify a physical phenomenon which reacts to the parameter change. Expansion during Phase Change Step 3: Identify a critical point associated with the phenomena. Melting Point Step 4: Identify how crossing this critical point can be used to both sense and control. Expansion upon melting provides muscle to move closure element
No Measurement—Measurement / Detection Not Required Any useful function can be thought of in terms of preventing harm or fixing something. This is also true of measurement functions.
Example—Vacuum Crucible The temperature of a crucible in a vacuum furnace is constantly measured.
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Step1: Why is the subject being measured? Is detecting or measurement required in preparation for fixing or preventing something? The temperature is being measured to ensure that the operator knows when the crucible is about to melt. Step 2: What modification to the subject or other element in the system would make it so that measurement is not required? The crucible is made of a material with a high enough melting temperature that it cannot melt. Temperature measurement is no longer required.
No Measurement—Subject Comes PreMeasured The Subject does not require detection because the detection is already incorporated. Can the subject be apportioned in such a way that the required properties are already known or premeasured?
Examples—Pre-Measured Weight or Volume Medication—Pills Food—Packets Tubes—Pre-fabricated diameters (very accurate)
Examples—Pre-Measured Fields For measurement of fields, make the source of the fields come in discrete forms. Following are several examples. Sound or Vibration— Set frequencies (resonance) and duration Light—Set frequencies or duration Buoyancy—discrete volumes Pressures—Saturated liquid gas phase gives one pressure Temperature—Saturated liquid-gas phase gives on pressure Current—Use of current driver
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Example—Detection of Astronomical Phenomena Astronomical objects give off many frequencies of light. These frequencies can often be separated into frequency “bands” by optical gratings. Expensive detectors can sense a variety of frequencies, but large sections of the sky need to be surveyed. How Pre-measured Frequency can the frequencies be pre-measured? By use of an optical filter, the light can be filtered to specific frequencies which show up as Filter Photo Detector anomalies or can be discretely detected with an alarm.
No Measurement—Detect or Measure the Minimum Part or Constituents Detecting or measuring a parameter of a system composed of a variety of elements allows for the possibility of simplifying by measuring the parameters for only part of the system. It is natural to directly measure the properties of the direct elements. An alternative method is to measure the properties of the constituents or derivatives of the constituents to determine the properties of the whole.
Example—Bicycle Speedometer How can the speed of a bicycle be determined? Step 1: If the subject is a single element, what minimum part of the subject must be detected? Detect the revolution of part of the wheel rather than the whole bicycle Step 2: If the subject is composed of multiple elements, identify parts of the system that could be measured, rather than measuring the whole system.
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Magnet
Magnetic Pickup
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Natural Groupings—Multiple Subject Elements Often, it is easier to detect the average parameter of many objects than it is to detect the properties of a single object. This is almost always true when detecting the properties of small things such as particles, molecules, atoms. This is especially true of the subjects come in natural groupings. In this case, we are treating all of the objects that are being measured and looking primarily for the statistics of the group.
Example—Measuring the Temperature of an Insect Step 1: Are the subjects small? Yes, insects are small Step 2: Do the subjects come in natural batches or groups, or are they hard to separate? Not usually, unless they are swarming insects. Step 3: Is it more ideal or easier to detect the group simultaneously? For instance, is it advantageous to know the average value as opposed to individual values of measurement? Measuring the insects as a group makes it easier and gives an average value which may be more ideal in some situations.
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Natural Groupings—Biased Subjects In this case, we would like to measure individual subjects within a group, but we would like to accomplish this all at one time if possible.
Example—Measurement of Glass Thickness Consider the measurement of the thickness of each piece of glass in a stack of glass thickness. The glass to be measured has a variety of thickness. Step 1: Are there similar subjects that require detection? Yes, the glass comes in a variety of thickness Step 2: Would it be more ideal if the system could measure all of them at once? Yes, especially if anticipating a large number of jobs coming through from a variety of customers. It may be possible to measure a stack of glass. Knowing the distribution of the individual glass thicknesses helps us to deduce whether one of the individual pieces may be out of specification.
Natural Groupings—Diverse Subjects Would it be more ideal if the subjects to be detected or measured were not similar to each other? Natural groupings should be especially considered. Here, we ask what subjects often are found with each other in a given setting.
Example—Weighing Fruit and Vegetables Consider automatic checkout of fruits and vegetables in a grocery store. Each fruit or vegetable comes in a variety of weights. Yet, the speed of weighing and assigning costs must be done rapidly.
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Step 1: Are there a variety of objects that require the same type of measurement or detection? Yes, there are a variety of fruits and vegetable s that require weighing. Step 2: Would it be more ideal if these objects could all be measured at the same time? An automatic checkout would be greatly enhanced if it could detect the presence of a large variety of items at the same time.
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The Ideal Modification for Informing Functions After focusing on the ideal observer and the ideal subject, we focus on the ideal modification. We ask: What do we really want to have happen and what are the attributes of the ideal informing? While informing functions are useful, the ideal modification for informing functions (measurement and detection) has to be thought of differently than useful functions. Since the subject that is being measured and the observer are both known, this can be confusing. What does it mean to inform ideally? We are setting the stage to think differently about the measurement. Set the Bar for How Well the Modification must be Performed We just asked ourselves in the last section what the ideal level of the function was. If I could snap my finger, how much do I want to modify or control the subject? Here we ask a similar question. If I could snap my fingers, how would I like the function to be performed? How well, how long, etc. It is important to note that insights derived at this stage have the ability to influence each other. Consequently, the tools in this section may not be followed linearly. It may be necessary to jump back and forth between tools and conclusions gained during one activity may be upset by insights gained in other activities.
Describe the Informing
Subject
Modification in a Variety
Mod 1
of Ways
Mod 2
If I could snap my fingers...
Observer
According to the laws of system evolution, we would like detection to occur with as few energy transformations as possible. Often, there is a multi-step process that occurs between the subject and the observer. The subject being measured changes something else which changes something else which changes something else which then informs the user. Now, how do we describe this in the most ideal way possible? We would like as few transformations as possible. What are ideal final results? In some situations, the most ideal measurement is that the observer merely “looks” (smells, feels or hears) and all required information is transferred. In another situation where control is required, the observer may be a Idealize Informing Functions
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system that detects a voltage. The ideal in this case is that the change in the subject being measured directly changes the voltage of the system. It is not enough to describe this in only one way. Each way may lead to a different physical phenomenon to accomplish the function (depending on abundance of system resources). What would I want to happen if I could do it magically by snapping my fingers?
Example—Human Detecting Rotational Speed of a Fan Step 1: Identify the subject and its attribute that is being measured. The subject being measured is the fan and its rotational speed. Step 2: Identify the “observer”. This may be a human or system which collects information for logging or control. The observer is a human observer. Step 3: Begin with the assumption that the modification will occur directly between the subject being measured and the observer. If this is not possible, we will come back and allow another transformation to occur. The fan must directly inform the user of its speed. Step 4: Consider the observer. What attribute do we want to change in the observer? If the observer is human, we need to pick a sense that we want to affect. If the observer is a device, then we need to identify such attributes as voltage current, etc. In this case, the attribute that I want to change is the sense of hearing. Step 6: Work backward by imagining several ideal final states. Using the Fan longhand form of the modification, Changes tone heard consider different ways to describe the Changes audible voice heard modification. Consider moving from the macro world to the micro world (atomic level and beyond). In this Human case, the human directly hears the fan and knows its speed by detecting and translating the audible sounds given off by the fan.
What is the Ideal Level of Modification? Determine the actual level of the ideal informing. This level usually involves a metric. As we begin to adjust the levels of the informing, we start to chip away at psychological inertia. We gain insights. 124
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Method Step 1: If I could snap my fingers, what would the ideal level of informing be?
What is the Ideal Sequence of the Informing Function? Considering the ideal sequence will continue to give us more insights into the ideal informing. A powerful method for investigating this is the process map. This can be accomplished in a variety of ways, including a storyboard or simply words in sequence. However it is done, it is nice to show the possibility of functions performed in parallel as this will be one of the considerations that we make.
Method Step 1: Create a process map of the sequence of functions. Informing functions show up as blocks in the process map. It is preferable, but not absolutely necessary that functional language be used. Step 2: Consider performing the informing function in different sequences. Move it earlier or later than currently performed. Try moving it so far forward that it is no longer during the normal process sequence. Consider moving it so far backward that it is no longer part of the ordinary sequence. Step 3: Can the function be performed in parallel with other functions? Step 4: If necessary, break down sections of the map into finer detail. Step 5: Can the modification be broken into two (or more) stages? Does this allow for parallel processes to accomplish the main function, or does it allow for a more optimum sequencing of functions?
What is the Ideal Duration? The ideal sequence is strongly influenced by the duration of the function. Likewise, duration of the function is strongly influenced by the sequence of the function.
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Method Step 1: If the informing modification were performed very rapidly, would other harmful functions be precluded? Step 2: How much time do we have after it is normally performed that it would be allowable to continue performing the function? If the modification were performed very slowly (hours, days, weeks, months, years) would this be harmful or could this actually help in the performance of other functions?
What is the Ideal Duty Cycle? Ideality requires that all objects perform as many functions as possible, as much of the time as possible. Systems that idle use valuable resources without doing anything. Consequently, it is important to consider idealizing the function by requiring the system to work all of the time.
Method Step 1: Are there opportunities for the system to run all the time? Is this even desirable considering the current subject? Ideally, objects in the system will be at full capacity Step 2: Are there other objects in the job that require the same informing function? Should the informing function be reframed to consider these other objects? Step 3: Should the informing modification be performed along the entire path, both coming and going? This usually applies to machines which have repetitive motions. Should dummy runs and downtimes be allowed?
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What is the ideal Adjustability and Continuity of Adjustment? Lines of evolution suggest that the control of functions become more and more adjustable. At first, the process is fixed. Next it becomes adjustable to at least discrete levels. Next, the adjustment must become continuous. Next, some form of control scheme is used to adjust the function for changing conditions. The first form of control often turns the function on or off. This is often referred to as “bang-bang” control. The next form of control is referred to as open-loop control. This means that a change is sensed somewhere and the mechanism that controls the function is given a set command that puts the output in the required range. The next form of control uses feedback which continuously or discretely controls the function. Each level of adjustment and control increase the complexity of the system. It is important here to not go overboard in assigning an ideal level of adjustability. We can over-constrain the system. This sounds too much like a compromise, but here we will consider only an acceptable level of adjustment that will allow this system to operate for a long time without change.
Method Step 1: Consider different and perhaps extreme operating environments. Decide whether or not the informing function must be capable of adapting to these different environments Step 2: Consider adjustability to a variety of measured objects. How much variation can we tolerate? Consider biased objects (objects which are of the same type, but have some differences in an important attribute like nails of various sizes or roses of different shades). Consider objects with much greater differences such as the range of edible plants. Step 3: What granularity of adjustment is necessary? Can the adjustment be discrete? If so, what is the discrete step size? Step 5: Does the adjustment need to be continuous or should it require continuous feedback?
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When Should It Be Excluded? (The Zero Function3)
Zero
The zero function is the intended absence of a function under certain conditions. We should have full control over the function when its existence would be dangerous or otherwise harmful.
Method Step 1: Identify times when the informing functions are harmful. Step 2: Consider providing the zero function and means for detecting and controlling the informing function during these times.
3
Greg Yezersky, General Theory of Innovation Feb 2006
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Is it Time for a New Physical Phenomenon? This decision has ramifications for the amount of work that will be required to make your product or service work. Generally speaking, when you change to a new physical phenomenon, there are many new unknowns. Perhaps you are lucky because you experienced in the new phenomenon. This makes the possibility of bridging to the new phenomenon much easier. Remember that the new product or service must compete with one that has been polished for many years. The bar is quite high.
Review the History Knowing the history of a system helps in understanding the main evolutionary trends. Each system has a main evolutionary tendency. The tendency of a system to stall along this evolutionary path is largely a function of the technical problems that directly conflict with this evolutionary tendency. You have already conducted a patent search within your industry so you have a lot of information about the history. This step can take time, but the information is extremely valuable from the viewpoint of continued steps. The inventor is becoming a true expert in this field.
Method Step 1: From patents and literature, study the history of the functions that are typically involved in the job. What functions have been added over time? What main physical parameters have improved? Step 2: From patents and literature, study the history of the technologies (physical phenomena) that typically deliver these functions. How have these technologies changed
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Plot the Course of Disruptive Technologies We have already discussed disruptive technologies in some depth. If you feel that a disruptive technology is threatening you, it may be wise to look at how rapidly this encroachment is occurring. This analysis takes a great deal of time, so it is usually not called for unless an imminent threat is detected.
#1 Capability #1
Speed
Market (Job) #2 Capability #2
Market
(Job)
Method Time Step 1: Each recognized market (job) is focused on a competitive parameter. Determine the competitive parameter. The progression of competitive parameters is as follows:
—Performance of the main parameter (speed, power, etc) —Reliability —Convenience —Cost Step 2: Plot this main competitive parameter for the most advanced leaders with respect to time for each market (job). This gives the capability curve. Step 3: Plot the average of the competitive parameter for all products for that market. This gives the demand curve for each market. Step 4: If the capability of the lower performing market appears to be on a course to cross the demand line of the market with the upper capability, then it is imperative that you find a way to switch to the technology used by the encroaching market. It may be necessary to spin off an independent group which is given proper resources and incentives to market this new technology. This may be difficult since the new market is likely to have developed new delivery channels. Another possibility is to consider a hybrid of the old and new technologies which enhance the existing performance.
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Determine the System Maturity from Patents The maturity of systems can be determined by several means. One means is by the study of patents. This involves understanding the increase in performance of the main technical parameter related to main technical function, the level of invention and the number of patents over time. The method shown is very time consuming and should be applied if other methods prove ineffective in showing the importance of switching to a new physical phenomenon.
Method for Examining System Maturity Step 1: Identify the technical parameter related to the main function. Quantify how this has improved over time. Step 2: Identify how the level of invention has changed over time. The level of invention is typically high when changing to a new physical phenomenon. It peaks again during the period of rapid growth as resources are made available from sales. Later, it levels off as system Technical Maturity Stagnation resources are exhausted. Parameter The level of invention is as follows: ——1. No contradiction
resolution
of
Related to the
Infancy
Rapid growth
Main Function Level of Invention
——2. Resolves contradiction with small change ——3. Resolves contradictions with a major change. It uses technology from the same field.
Number Of Patents Per year
——4. Complete change in physical phenomenon. This is usually a technology from another field. ——5. New Physical Phenomenon. Has ability to change the supersystem to which it belongs. Step 3: Quantify the number of patents per year.
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Is it Time for a New Physical Phenomenon? The main reason that we would like to know the system maturity is because it is particularly important to determine whether there is a need to change to a new physical phenomenon to perform the main modification of the system product. A new physical phenomenon brings fresh resources which allow continued evolution of the function or the job that is being performed. Unfortunately, it also involves unknown risks and unfamiliarity of the side effects of the new phenomenon. An additional shortcoming of going to a new physical phenomenon is that the customer has come to accept certain levels of performance which will almost certainly not be achieved unless the transition is brought about through the use of hybrid phenomena which will be described later.
Required Conditions for a New Phenomenon If several of these conditions are present then consider a new physical phenomenon to deliver the main modification. Condition 1: The super-system has become very specialized. Condition 2: The super-system has reached the point of diminishing return. Are the main technical parameters improving very slowly? Condition 3: Automatic feedback is used to perform the main supersystem function. By the point that systems are using massive feedback, we can usually assume that the system is running out of resources. This is because the use of feedback is costly indicating that costly improvements are required to bring minor changes to performance. Condition 4: Multiple conflicts must be resolved for even minor improvements. (Many rocks appear when we begin to drain the pond) It is typical that products and services will be filled with compromise “solutions”. Between major improvements in the product, there is a tendency to ignore risks and to live with compromises. As time goes on and the product becomes specialized, these compromises mount up until changes in the operating environment exposes multiple compromises.
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Is Hybrid or Stand-alone More Appropriate? Trying to satisfy an entrenched sustaining Introduction market will be unlikely with a completely of Hybrid new physical phenomenon. Some important competitive parameter will Competitive almost certainly be compromised. The Parameter sustaining market will demand that we not Introduction of Stand-alone depart from the s-curve of the existing Physical Phenomenon (Potentially Disruptive) effect. New markets will be much more forgiving and may even welcome the weaknesses of the new physical phenomenon as a strength. The new Phenomenon will gather strength as a hybrid and eventually replace the old phenomenon or it will gather strength as a stand-alone phenomenon in the new market. Clayton Christensen points out, that it is possible for the new stand-alone phenomenon to develop along its own s-curve. It may become a disruptive technology, taking away market share from the existing sustaining markets. Also, if the existing phenomenon is in the rapid growth part of the S-Curve, it will be difficult to catch up. Greater resources will keep the performance ahead of the new phenomena.
Method Step 1: If the market is a recognized and mature market then consider a hybrid of the old and new phenomenon. Step 2: If the market is an emerging or unrecognized market then consider using a completely new physical phenomena in which the native weaknesses of the physical phenomena are considered strength. (These markets usually start with very small sales volumes).
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The Ideal Physical Phenomenon for Informing Functions In this step, we consider which physical phenomena can perform the modification to the observer that we desire. In effect, we are sensitizing our minds for the next step in which we consider the substance, object and field resources around us. Armed with the knowledge of what is possible, it will be easier to identify the value of a resource when we see it. Some of the phenomena that we may consider in this stage may seem a little wild or too weak to perform the function. Remember that such weak phenomena can often be boosted in latter stages of the algorithm. Therefore, it is important to keep an open mind to the possibilities. Current Physical Phenomena Some of the potential phenomena will be considered “in-use”. This is an investigation of potential physical phenomena from competitive alternatives. Competitive alternatives are any systems that can potentially compete with the system that you are simplifying or creating. A newspaper is competition for the television. Car or truck transportation is competition for airline travel. Current physical phenomena are possibilities within the given industry. It is entirely possible that we should continue with these phenomena. “New” Physical Phenomena The observer and the physical phenomenon will ultimately come packaged together. In other words, the decision of which physical phenomenon to use will come after seeing what resources are available. We are not making a decision at this point on the physical phenomenon and the object that will deliver it. Instead we are identifying potential physical phenomena that can deliver this informing function. We create a fertile situation so that when the right resources are presented, we can see their merit. While the phenomena that we discover may not be new in the sense that we have discovered them from research, they may be “new” to the industry. Informing functions create an additional challenge to identifying physical phenomena. While it is ideal to find a single physical phenomenon to inform the observer, this is not always possible. It is often necessary to create a chain of phenomena which delivers the required modification and can be realized by abundant resources. This creates a challenge. How do we identify this chain and harmonize it with abundant resources? Without software designed to perform this, we come back to a trial-and-error “what if…” situation. This subject is beyond the scope of this book. Idealize Informing Functions
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The potential physical phenomena which are suggested are sufficient for many problems and often allow for direct measurement or detection by the observer with few or obvious transformations. The Ideal Physical Phenomena have a Chance to Compete The ideal resource is capable of holding its own. It must be abundant and capable of providing as many functions as possible. The final steps help us to decide between the different phenomena which might be the most ideal for our situation.
In-Use—Identify Competitive Alternatives through Observation and Questioning The competitive alternative is what people currently use and what they would use if they didn’t have what they are currently using. Remember that this is not necessarily what you would consider to be “the competition”. For a pet watering bowl, the competitive alternative might be a large bucket. In the early stages, Southwest Airlines did not compete against other airlines; they were in competition with travel by car. It is very tempting to go on personal experience to answer this question, but this is a trap. This is where many problem solvers and inventors go astray by assuming that they are like everyone else. There is wisdom in going to the battle to see how it is really being waged. There is no substitute for this. Don’t be satisfied with talking to a few people.
Method Step 1: Observe what the target market currently does to satisfy this function. If possible, go and watch before talking. By observing you get to the truth. What people do and what they say that they do are often two different things. Step 2: Ask how they satisfy this function and what they would do if they didn’t have what they currently use. This may give some valuable information into the history of the function. They will often offer what they did “way back when”. Step 3: Identify what “extreme users” currently do to satisfy this function and what they would do if they weren’t using their current means. Extreme users often have a range of experience with uncommon ways to satisfy a function. Step 4: Ask everyone that you interview where they go for the source of items and tools that they need to do these jobs. This will set you up for the next step. 136
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In-Use—Observe Existing Offerings While competitive alternatives can be anything that others would use if they were not using our system, there may be obvious competitors in the market place. Let’s go to the store to see what these offerings are.
Method Step 1: Go to a store that would sell offerings that deliver the required modification. Step 2: Note brands and producers. Do the producers sell more than one offering? Who are the main producers? Step 3: Look for product trends. Step 4: Read the labels. What do they claim?
In-Use—Internet Product Search Learn from the competitive alternatives (Remember that these may not be direct competitors). What jobs do they do? What functions do they perform? What Physical Phenomena delivers the functions? If you are searching for an unrecognized market and you find a major competitor then go back to the drawing board.
Method Step 1: Use an internet search-engine to determine what offerings are offered. Step 2: Refine the search by noting and using nomenclature and names that are common to the industry. Step 3: Consider cheap competitive alternatives.
In-Use—Check for Disruptive Technologies This thought tool is especially important to consider when targeting a market segment that is already consuming and in which you are trying to sustain the momentum. It is easy to get caught up in calling any great innovation a disruptive technology, but be careful how this term is used. Disruptive technologies are products and services that are typically
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disruptive to a business practice. Ultimately, they are so disruptive that many great businesses can no longer compete. The ones that you typically have to be concerned with are those that may disrupt your business. For instance, they do not give the margins that you have come to expect. They do not intersect your supply chain. They do not satisfy the same levels of performance that your main customers have become accustomed to. They require new vendors. Often, a disruptive technology will require a whole new business model. This is the most disruptive of all. As management considers these technologies, they will seem distasteful and will reject them because they feel that they are doing this in the best interest of their company. Remember, they are held captive by their largest customers. Few resources are left over for other customers and disruptive technologies. These disruptive offerings are generally initiated in industries that are not your own, but may be closely adjacent. They satisfy someone that is not currently purchasing from you, so they seem innocent. They usually do not perform at sufficient levels to attract the attention of your main customers. This is because they are designed to perform the same functions that your products perform, only for other markets. As these offerings increase in performance, eventually, they will have the capability of satisfying low-end customers in your market. Again, this seems innocent as these low end customers are not important to your business as you move up-market to gain higher and higher margins. Slowly, these offerings will gain in performance as they are fueled by the cash coming into these markets until you find that they are cutting into your mainline customers. Often, it is too late at this point because of the resources required to change over. Developing a whole new supply chain is very impractical. History has shown that it is nearly impossible to copy a disruptive technology at this point. Vendors are often locked up while supplying the new supply chain. Consumers have loyalty to the early products. You might ask why we are not intent upon creating technologies which are disruptive to our main competitors. While it is possible to create technologies that are disruptive to other’s businesses, this strategy can only work if your company is open to destructive creation of products and to the creation of new business models, usually in completely separate business units than your legacy products. In order to disrupt existing competition, you will ultimately cannibalize yourself. Remember that these are your competitors and you are competing for the same market. If the market of your competitor begins to move to your new product, they must also stop buying your legacy product. Most companies will find that it is usually better to try to satisfy a market that will not likely compete with your market. If you pick a non-consuming market to satisfy, there are many opportunities to create new offerings. The need to compete is virtually eliminated. You would only do this out of spite for the competitor which is not really a good business practice and will generally take you nowhere. If you are still determined to create a disruptive business for your competitor, there are more hurdles. This disruptive technology will need to compete against your biggest customers for 138
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resources. It will also be necessary to change long-held company values at the highest levels of the business. It is hard to admit that your business strategy and company values are wrong. In order to make this kind of change a lot of people have to be aligned and committed. If they are not convinced, they will likely revolt in passive ways that are hard to detect and counter. A better approach than directly disrupting your business would be to start a new business built on a learning approach with its own resources. This business will create its own business model and supply chain from scratch. Finally, if you are still determined to create a disruptive technology within an existing business, you must recognize that, the business needs to have an offering which can stand on its own in some market. This is a large challenge on its own as most offerings fail due to all of the market conditions. In summary, it is usually not a good practice to try to create a disruptive technology (disruptive to you) within an existing business and customer base. The more likely place to create disruptive technologies is with new business startups. These have the ability to recognize market segments that are not being served. The reason for considering this step here is that others may be encroaching on your market and it is necessary to consider the physical phenomena that this disruptive technology is using. We do this because there is a way out of this trap and that is hybrid phenomena. Hybrid phenomena are the combination of two phenomena in such a way that the performance gained by one phenomenon compliments the other. In this way, the new phenomena can be used to better satisfy the existing market. This would be difficult to do if we made a sudden jump to the new phenomenon. When this occurs the performance is usually less than what the existing market expects. According to evolution of systems, when we move between physical phenomena, there is usually a transitional state through hybrid phenomena. A recent example of this is hybrid electric and petrol fueled vehicles. Checking for disruptive technologies amounts to looking for analogous functions in closely adjacent markets and then looking for how those functions are delivered. There are usually people in the business that have seen technologies that they would like to bring into the business. They may sense that these technologies will one day compete with them or that they could be exploited with current customers, but there is little support within the businesses. History has shown that many toppled businesses have seen these disruptors coming but were unable to respond adequately. The typical response is to try to force these disruptive technologies into existing markets with disastrous results. The new phenomenon is not capable of delivering the performance that the existing market has come to expect. As mentioned, the strategy that typically works is to strive for a hybrid technology that enhances the current technology. Once established, the new phenomenon will begin to take over from the existing phenomenon, all the while satisfying existing customers. Idealize Informing Functions
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Method Step 1: Identify technologies that exist in adjacent markets that seem to be threatening the existing business. These may be low cost alternatives or alternatives that use a different physical phenomenon to deliver the function. Step 2: Identify the physical phenomenon that is used to deliver the function. It is likely that this will later be considered for a hybrid physical phenomenon to satisfy the target market.
In-Use—Patent Searching and Study One of the best times for performing a patent search is when you 6,543,345 are searching for physical phenomena to deliver a function. During this particular step, we will be considering searching for 5,678,432 physical phenomena inside the given industry. Later, we will be searching for patents outside the industry as we identify 3,234,211 analogous situations. Not only will we better understand the possible physical phenomena that can be used, it is inevitable that other types of valuable information will be gathered along the way. Most people wait too long in the inventive process to perform a patent search. It is usually done after much time and expense to develop their invention. Often they find that someone has already patented their idea or that more useful and elegant concepts are available. This can be quite a blow! Waiting too long occurs for a variety of reasons. First, people get excited about an idea and they want to develop it without delay. It is easy to get very excited about what the future will bring. Wealth and fame are at your fingertips! There is no time to waste! The idea must put on the market before someone steals it or you lose your drive! This fear is usually unfounded and based on the idea that if we had the idea then the conditions are ripe for someone else to have it. Be patient, there are many inventions to be had if this one doesn’t pan out. Secondly, considering a patent search can invoke fear. It is like knowing that you should see the doctor while fearing that he will give you bad news. It is easy to this put off, but, like going to the doctor, the time investment is small compared to the time that can be wasted by not acting. It typically takes a Saturday morning to do a thorough patent search which is a small investment compared to the typical development time for an invention. Even though the resulting information can be somewhat deflating, it is better to start with a realistic view. Thirdly, a patent search can appear to be beyond our capabilities. After all, people are employed full time to do patent searches! Again, this fear is unfounded. It is important to remember that 140
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you have several advantages that professional patent searchers do not have. You are motivated by the prospects of your idea. (A patent examiner is employed for money and is obligated to perform to certain minimum standards). You are not constrained by time and can afford to search to the bitter end. (Not all patent examiners are thorough and there may be time constraints on some examiners). You are more familiar with the technology than they are. (They do not have the time to become expert at the technologies that you are interested in). With a little practice, this overwhelming task can become natural and commonplace. Forth, understanding patents is difficult. Admittedly, patents have their own language. In this language, there is no legal prohibition to making up words! Patents can seem very stiff and…legal. Remember that it is in the favor of the legal profession that they look this way. We can easily convince ourselves that only patent attorneys can read patents. On the contrary, anyone can thoroughly understand a patent if they are willing to take the time. They have a repeatable structure, so you can learn the parts of the patent that you need to go to for specific information. Remember that it is much easier to learn to read patents when you are motivated by an idea. This will force you into the patent. Read it, digest it, and diagram it. Soon, you will be speaking “patenteze”. Reading and understanding your first patent may take you a half day, but the next patent will go much faster. Fifth, some feel that seeing what others have done will keep them from looking “outside the box”. Sure, there is a possibility that this can temporarily happen, but remember that this whole book is about making us uncomfortable inside the box. There are multiple opportunities to kick ourselves outside. Also, lots of additional information is learned along the way that strengthens our general understanding of physics. Understanding a broad spectrum of physical phenomena will make you a better inventor! Where we get into trouble is by studying only certain areas of physics deeply. Remaining “specialists” can have a constraining effect on our imagination. It is ok that you do not understand everything about patents when you begin your search. True, like first time car drivers, it is impossible to know what you do not know, but you have to start somewhere. If you make mistakes, remember that there are is a world of potential inventions out there. Dive in and you will find that you have more capacity than you thought! There is a wealth of information in patents that is often overlooked. Patents are structured so that others can duplicate the results of an invention. Consequently, it is necessary to give away many details. Most patents begin with a description of the typical approaches that are already available. This sets the stage for why their idea is an improvement. It usually gives the history of the problem (and sometimes the industry) and also a look at alternative physical phenomena that have been used. Following this section is a description of the invention and why it is an improvement. This gives details into new physical phenomena that may have been used. It may describe how various object attributes affect the operation of the product. You may also be able to detect how the inventor overcame various contradictions. Clearly articulating the contradiction Idealize Informing Functions
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that was solved helps an inventor explain why their invention is “non-obvious to those experienced in the art”. This is the main hurdle that is required to get a patent. Next is a detailed description of the architecture of the invention. This gives valuable clues concerning the details of the physics. Finally, the claims section gives an idea to the scope of what the patent examiner thought was allowable to claim for the invention. Unless you are having problems with your computer, it takes about two hours to prepare for your first patent search. Mostly, this involves setting up links in your browser and a patent viewer. The patent viewer is important because looking at pictures conveys information much more rapidly than reading patenteze. Here is how to setup your computer browser with the necessary bookmarks to do a basic patent search: Step 1: Go to www.uspto.gov. This is the official patent website for the US government. If you take the time to familiarize yourself with this site, you will discover that a lot of effort has been made to make patent search and application easier for individuals. All of the forms are available for self application. There seems to be a bias towards helping individuals over corporations. You will particularly notice this if you submit a patent for consideration (this is called prosecuting a patent). People at the patent office sometimes bend over backward to help individuals, especially ones that have never been through the process before. Step 2: On the home page, go to “Patents”. You will find this on the left-hand side. If you click on this, a drop down will show you a several links. “Search Patents” is down the list a little. Go to this and bookmark it with a memorable name. You can also find this at http://www.uspto.gov/patft/index.html. This page is the main page for beginning patent searches. It allows for a variety of patent search formats. Step 3: Download the patent viewer for viewing patent drawings. As mentioned, viewing the patents will help immeasurable in understanding them. To access the viewer, go to http://www.uspto.gov/patft/help/images.htm. The program that you download for viewing patents is dependent upon the operating system and internet browser that you use. Follow the instructions and links for your particular operating system. If you are like most people and use the windows operating system and Internet Explorer for your browser, you can go to http://www.alternatiff.com/install/ to directly download the viewer. Remember to bookmark this page in case you need to reload the patent viewer for some reason. You will know that you have succeeded when the text appears at the bottom of the page informing you that it is installed. Step 4: Bookmark the definition of classifications and give it a memorable name. It is located at: http://www.uspto.gov/web/patents/classification/selectnumwithtitle.htm. Each patent is assigned a patent classification. Having a link to the classifications helps the searcher delineate between classifications. When you get to this page, you will notice that there is a numbering system which starts with items such as “apparel”. Remember that this is a very old system of classifying patents that was based upon products that were available when it was started. Scroll through this 142
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list and look for more modern classifications to appear. Click on any one of the definitions. This will take you to sub-classifications. Patents are usually assigned a classification and at least one sub-classification. When you select one of the classification numbers, you finally arrive at the definitions. Step 5: Bookmark the index of classifications and give it a memorable name. It is located at: http://www.uspto.gov/web/patents/classification/uspcindex/indextouspc.htm. When you have an invention with a common name, you can find the classification by going to this index. Everything is listed in alphabetical order. For instance, if you are working on an improvement for hand shovels, you can go to shovels and find that there are a variety of objects which are referred to as shovels. There are hand shovels, power shovels, crane shovels, loading shovels, plow shovels, etc. This is important to know because many of these systems provide exactly the same function as the one that you are considering. In effect, they provide analogous functions in different industries. It is possible that they use physical phenomena and lines of evolution that are different from your industry. These can be put to work in your situation. Also, when you later identify other analogous products, you can readily find the patents for these products by using this index. Step 6: Bookmark the Advanced Search page and study the examples for Boolean searches. (Note that you can search for phrases in parenthesizes.) Now you are ready to perform the actual patent search.
Method Step 1: Search for patents directly related to the modification that you would like to perform Step 2: Using Advanced Search, search for key words in the abstract or body of the patents. Step 3: When you finally find a patent which is close to the intended subject, identify the classification. Step 4: Search by classification, making use of the Definitions and Index of Classifications. Make sure that classification includes possible patents that cover the field that you are interested in. Step 5: When you find good representative patents, note and view all patents cited. Step 6: Now search these patents and continue the process until no new patents regarding your area of interest show up. Step 7: Search patents for physical phenomena that are unusual to your industry. Idealize Informing Functions
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New—Library of Effects The Library of Effects is table of physical phenomena that can be used to deliver functions. Some software is capable of chaining physical phenomena to create the desired outcome from available resources.
Example—Voltage Change Due to Temperature Change of Hydrogen Gas Step 1: Start with the required change of properties of the observer due to a change of properties of the object being measured. The voltage of the observer object must change due to a temperature change of the gas. Step 2: State this in short format: Pressure changes voltage.
Hydrogen Changes Voltage
Circuit
Step 3: Convert the given function to a Generalized Useful Function. If a resource filter is available then filter for temperature fields and gas. Change voltage of a solid substance by use of a temperature field in a gas. Step 4: Find phenomena in the Library of Effects. Go to one of the sources for the library of effects. Some commercial software has this library. A scaled-down version can be found at www.creax.com Step 5: Locate the generalized function and then consider all of the physical phenomena that can be used. Note that it is harder to find a match because both the subject and the observer are already known. This is an additional constraint on the system.
New—Analogous Transformation An analogous phenomenon produces the same transformation of object attributes. This can be transferred to our situation with satisfying results.
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Example—Voltage Change Due to Temperature Change of Hydrogen Hydrogen Gas Step 1: Start with the required change of properties of the observer due to a change of properties of the object being measured. The voltage of the observer object must change due to a temperature change of the gas.
Changes Voltage
Circuit
Step 2: State this in short format: Temperature changes voltage. (TÆV) Step 3: What other situations require the same transformation? Oven temperature sensing requires a change of voltage due to a change of gas temperature. Step 4: Search for patents related to this transformation. Step 5: Transfer this feature to the new situation. Consider combining this with the existing subject or transferring the minimum amount of the subject.
New—Mega-trend Analogous Observers If we look in industries that perform a function on a massive scale, we can often discover the evolutionary trend for this function along with physical phenomena which are used to accomplish it. It is even possible to identify physical phenomena by using the patent database.
Example—Voltage Change Due to Temperature Change of Hydrogen Gas Step 1: Start with the required change of properties of the observer due to a change of properties of the object being measured. The voltage of the observer object must change due to a temperature change of the gas.
Hydrogen
Changes Voltage
Circuit
Step 2: State this in short format: Temperature changes voltage. (TÆV) Step 3: What other situations in leading industries require the same transformation? This is where this same transformation occurs in large amounts of materials. Combustion sensors in automobiles.
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Step 4: Search for patents related to this transformation. Step 5: Transfer this feature to the new situation. Consider combining this with the existing subject or transferring the minimum amount of the subject.
New—Natural Analogous
Natural Product = ?
Observer Nature has developed many analogous phenomena that can be employed to perform functions. The concept of analogous phenomena starts with an analogous observer. Identifying objects in nature that require the same function will begin to lead the seeker to new physical phenomena.
Method Step 1: Identify analogous observers in nature. What objects in nature require or have this same function imposed? You might have to consider variants of this function. (Look for primitive natural analogies). Step 2: Identify the natural Observer/ Phenomenon Step 3: Transfer the Observer/Phenomenon to the new situation.
Example—Voltage Change Due to Temperature Change of Hydrogen Gas Step 1: Start with the required change of properties of the observer due to a change of properties of the object being measured. Hydrogen The voltage of the observer object must change due to a temperature change of the gas. Changes Voltage Step 2: State this in short format: changes voltage. (TÆV)
Temperature Circuit
Step 3: Where does this transformation occur in nature? Large amounts of charge are gathered during storms due, in part, to convection in clouds. Step 4: Transfer this feature to the new situation. Consider combining this with the existing observer or transferring the minimum amount of the observer. Temperature variation causes movement of the gas which interacts with charged moisture, inducing a voltage in objects nearby.
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New—Secondary Phenomena Rather than measuring the parameter, a second parameter can be measured which is influenced by the one that you would like to measure. Object parameters always influence each other. The temperature of an object affects its dimensions. The weight of an object affects its buoyancy. In reality, almost all parameters are measured by measuring a secondary parameter and then inferring the required measurement.
Example—Measurement of Pressure Step1: What exact parameter requires detection? Pressure Step 2: List secondary parameters that change when the main parameter changes. Physical State
Temperature
Shape Change
Step 3: Detect parameters instead.
these
secondary
Solid
Liquid
Gas
Measure the change of dimension
New—Measure a Copy or Facsimile When it is difficult to measure an attribute, attributes that you would like to measure. Following is a list of possible copies. • • • • •
Photographs Movies Paint Coverings Molds Time lapse photos • Impressions
• • • • •
Silhouettes Castings Resists Projections Computer Model
Example—Measurement of the Dimensions of an Elastic Article Traditional measuring instruments such as calipers tend to deform the article during measurement.
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Step 1: Measure a facsimile of the article. Measure the Silhouette
New—Successive Detection This thought tool is very similar to the concept of pre-measurement. In this step, we compare the parameter of an object to the same parameter of another object that comes only at discrete levels.
Example—Measuring the Resonant Frequency of Objects Step 1: How accurate does the measurement need to be? It needs to be within 50 Hz. Step 2: Break the levels of measurement, or the measurement of a secondary parameter into discrete levels. Create these levels in a second device. Examples are: Discrete volumes, Filters, Musical notes, Go-No-Go gages, Measuring spoons, Set of Weights. For the detection of the frequency, we will use a digital musical instrument which plays discrete notes Step 3: Compare the object being measured or detected to the discrete values. By ear, compare the musical note to the resonance. The musical note has a known frequency.
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New—Resonance Resonance is an important type of secondary parameter. Many parameters can be measured by the resonance of an object or an attached object. Virtually every field can be detected by resonance. (Thermal resonance is difficult to achieve). It can occur at all levels from macro object to particles to molecules to atoms to electrons.
Example—Measurement of Resistance in a Wire and Its Connections Step 1: Identify if there is a natural resonance in the system. All electrical systems have resonance.
Resistance changes current resonance
Step 2: If the resonance is weak, are Ω there ways to boost the resonance such that a change in the measured parameter affects the resonance? Consider attaching an object and measuring the resonant amplitude, frequency or decay rate of oscillation. A capacitor and inductor can be added in series. A change in resistance will affect how rapidly the resonance decays.
New—Derivative Detection One of the most powerful ways to measure a parameter is to measure the rate of change and then integrate. (Measuring and then differentiating is also possible, but it is quite noisy). With modern computing, integration schemes are easily accomplished. It is also possible to integrate with analogue circuits.
f(t)Æf’(t)Æf”(t)
Example—Measurement of Relative Position of an Object Step 1: Measure higher order derivatives. Place an accelerometer on the object and measure acceleration. Step 2: Integrate as many times as necessary to determine the desired parameter. Integrate twice to determine the relative position of the object.
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X dt =
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New—Detecting Multiple Subject Elements Often, it is easier to detect the average parameter of many objects than it is to detect the properties of a single object. This is almost always true when detecting the properties of small things such as particles, molecules, atoms.
Example—Measuring the Temperature of an Insect Step 1: Are the objects small? Yes, insects are small. Step 2: Does the subject come in natural batches or groups, or are they hard to separate? Not usually, unless they are swarming insects. Step 3: Is it more ideal or easier to detect the group simultaneously? For instance, is it advantageous to know the average value as opposed to individual values of measurement? Measuring the insects as a group makes it easier and gives an average value which may be more ideal in some situations.
New—Internal Field Markers When it is difficult to detect or measure a desired parameter, often it is because the materials and fields involved do not have strong interactions. Markers are a special type of additive that strongly couple with a field and are, therefore, easily detected. Often, the detection comes directly by sight, feel, smell or taste. One of the best ways to not add a material marker to the subject is to add a temporary or permanent field instead. This page considers different ways to add fields.
Example—Determining the Direction of Flow in a Pipe Step 1: Search the Table of Fields in the appendix for fields which can safely inhabit the subject. Here are the potential fields: Pressure— Surface Tension—Sound—Ultrasound—Vibrations—Current—Thermal Fields—Electromagnetic Fields—Electrostatic Fields.
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Step 2: Once the subject has this added field, search the Table of Effects (physical phenomena) for ways to detect these fields. Detect Heat by touch. Solution: A heat cuff is attached to the pipe. The pipe becomes hotter in the direction of flow
New—External Field Markers Sometimes, a field will disrupt a substance enough that it should not inhabit the subject. Also, some fields are principally associated with surface phenomena and cannot inhabit the subject. Here we consider fields that reside on the subject, but are not associated with any other substances but the subject.
Example—Measuring the Rotational Speed of the Rings of Saturn. Step 1: Search the Table of Fields in the Appendix for fields which are principally associated with surface phenomena. Allow for fields which are only there momentarily. Here are the Fields: Surface Stress— Friction—Adhesion—Surface Tension—Odor-Taste—Corona Discharge—Skin Current—Electrostatic Fields—Reflected Light or Radiation. Step 2: Search the Library of Effects for ways to detect these fields. Doppler shift of reflected light allows detection of ring velocity. (Opposite sides of ring have different shift).
New—Attached Field Markers If no fields can inhabit the subject or its surface, then consider adding a substance to the subject that can be inhabited by a field with a strong coupling.
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Example—Tracking Wild Animals Step 1: Search the Table of Fields at the end of the appendix for fields. For each field in the Table of Fields at the end of this appendix, identify a substance which is easily inhabited by a field which retains and exhibits the field. An antenna can be inhabited by an alternating electric current which gives off an electromagnetic field Step 2: Consider ways of attaching the substance to the subject. An emitting antenna is attached to the animal. The antenna’s field is detected by another antenna and amplifying circuit. Triangulation tells where the animal is.
New—Detached Field Markers Some of the field-substance couples in the attached field materials will disrupt the subject. If this is the case, then there may be secondary effects that the subject causes on the environment which can be measured by introducing a substance-field combination into the immediate environment and then detecting the field.
Example—Detecting Planets in Other Solar Systems Step 1: Identify a secondary effect of the measured parameter on the environment. Other Large Objects wobble due to the gravitational attraction of the planet. Step 2: For each field in the Table of Fields in the appendix, identify a substance which is easily inhabited by a field which retains and exhibits the field easily. The star maintains a thermal field and gives off light. Step 3: Consider ways to attach or mix the field into the environment and then detect the field. Detect the wobble by a slight Doppler shift
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New—Internal Markers An internal marker is a substance additive that is mixed with or nested in the subject. This substance interacts with a matching field to aid detection. Remember that the ideal additive is one that does not exist. Consider these ways to produce additives that come close to not existing: 1. Especially active additives (very little is needed) 2. Concentrated additives (very little is required) 3. Temporary additives (eliminated or self-eliminated when not needed) 4. A decomposition of native materials. (Use only the part which delivers the function). It can be chemically decomposed or segmented.
Example—Detection of Refrigerant Leaks Step 1: Do the existing materials that are being measured react strongly to any field? Search the Table of Fields in the appendix. Step 2: If not, then introduce an additive (according to the rules above) internally into the substance to be measured which has a strongly coupled paired field. A luminescent material is introduced into the lubricant. A black light shows the location of the leak.
No
New—Attached Markers An attached marker is a marker which sits on the outside of the subject. This may be done to avoid the contamination or because it does not easily mix with the subject.
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Example—Measuring the Position of Animals in the Wild It is difficult or dangerous to add a substance internally to the animal. Step 1: Does the subject react strongly with any field. Check the Table of Fields in the appendix. No. Step 2: if not, identify a field-substance couple that can be attached to the subject. Consider also coating the object. The animal wears a large collar with a visible number. Step 3: If problems arise, consider resolving the contradiction in subsequent steps.
30
New—Detached Marker A detached marker may be necessary if interaction with the subject and marker must be kept to a minimum. In this case, a secondary effect which the subject has upon the environment is detected.
Example—Detecting the Movement of Bacteria Step 1: Is it possible to find an internal or attached marker? No. Step 2: If the marker cannot be mixed or attached to the subject then identify secondary effects that a parameter change has on the immediate environment. The movement of the bacteria leaves waste products in the environment. Step 3: Add the marker to the environment and then detect the change in the marker. The medium is modified to react with the waste products to form bubbles.
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New—Intelligent Little People One of the most important tools of investigation is empathy. This is the ability to become a part of the system that we are investigating and to see it from this unique perspective. The principle of empathy is very powerful, but has a few limitations. First, we provide only one perspective from which to view the problem. Secondly, we must exist in order to view the problem. In other words, we cannot dissolve or disappear. Third, there is just one of us to interact with the system. If there were more of us to interact, this would open up new possibilities. These difficulties are largely overcome by using the principle of little intelligent people.
Method Step 1: Envision the system as composed of intelligent little people who can work together. These people also have the capability to disappear and reappear if necessary. What do they do to accomplish the desired result? How do they intelligently act together? Step 2: Consider possible physical phenomena that can accomplish this cooperation.
New—Evolution of Field Phenomena
Solid
Liquid
Gas
Field
Examine the Table of Fields in the Appendix. Note that the top fields are the most abundant fields and the bottom fields are typically the least abundant. In general, systems tend to use the top fields first for muscle and then the lower fields for sensing and control. Later, the lower fields may become more abundant. Since they are both abundant and controllable, it makes sense that systems evolve toward the bottom fields. By examining the fields currently being used by your system, or similar systems, you can guess the fields that might be used next.
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Method Step 1: What fields are currently being used to deliver this function? Step 2: What are the next fields that will likely be used?
New—Merge or Interact With Multiplied Subjects If you are aware of a physical phenomena which can perform the function there is a possibility that a completely new physical phenomenon can be identified by multiplying the common subjects and then making the multiplied subjects interact with each other.
Method Step 1: Identify an object related to a physical phenomenon that is similar to the one required. Step 2: Multiply the system. Step 3: Can these subjects be merged or interact together to create an unexpected capability? Try different orientations. Step 4: Consolidate elements if possible.
New—Hybrid Combination of Physical Phenomena This method is extremely useful when you are working with a demanding sustaining market and the resources of the current phenomenon are becoming limited. This is a way to move to the new physical phenomena while increasing (rather than sacrificing) performance, as is often the case when jumping to a new effect.
Method Step 1: Begin with a common physical phenomenon that is normally used to deliver the modification Step 2: Identify another phenomenon which performs the same modification.
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Step 3: What is the feature of the new subject which would extend the capability of the first subject? Step 4: Identify the cheap subject which should deliver most of the function. Step 5: Combine both phenomena into a hybrid. A new capability should emerge. Try combining both as whole subjects. Try transferring just the desirable feature. Consider having the two physical phenomena interact with each other.
Filter—Abundant Resources The availability or abundance of resources to deliver the physical phenomena must be high. Objects and resources are already present in the environment that can help deliver the physical phenomena. We do not determine in this section whether a sufficient abundance exists. This will occur in the next section. That is why this section deals with possible physical phenomena.
Method In order for the physical phenomenon to have any chance, it should be abundant in the system. Step 1: Identify abundant fields—these are usually associated with abundant physical phenomena. Step 2: Filter the potential phenomena (previous steps) to allow only those which are abundant.
Filter—Inherent Harm (Contact) Some physical phenomena require the addition of harmful interactions. This is especially true with physical phenomena that require contact. If physical phenomena are present which do not require contact and the resources for providing this physical phenomena are abundant, then consider these over those that require contact.
Method Step 1: Filter the physical phenomena that you are considering for contact.
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Filter—Multiple Functions The more useful functions that a given physical phenomena can provide, the better. Consider the functions that your system will perform and ask: “How many of these functions can be provided by the new phenomena? In the case of measurement, it would be more ideal of the physical phenomenon could both sense and control.
Method Filter the available physical phenomena or identify another physical phenomenon that can both sense the required object attributes and also perform control.
Filter—Passive Control If sensing and actuation are required in the same system, then it is ideal to perform both functions with the same subject. It is therefore necessary that the physical phenomenon is capable of delivering both.
Method Step 1: Identify the informing function Step 2: Identify the actuation function Step 3: Search for a physical phenomena that can perform both.
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Filter—Deliver both the Function and the Anti-Function + The evolution of systems predicts that systems will eventually take on the antifunction in order to provide more value. The anti-function is often provided by the super-system already, but it is often forgotten because it may occur much later than when the product or process is applied. But what does this mean when we refer to measurement? Whenever measurement occurs, there is a disturbance to the system. If you dip a thermometer into a hot liquid, the liquid must change the temperature of the thermometer in order for it to register. For every action, there is an equal and opposite reaction. While the thermometer is being heated, the liquid is being cooled. While most measuring instruments are designed to disturb the system as little as possible, a very accurate measurement of the system may require that the disturbance be undone, preferably at the same time that the measurement is taken.
Method Step 1: Identify the useful function. Step 2: Identify the anti-function. This is function which undoes the function. Another way to form the anti-function is to consider the opposite of the useful function and then look for a useful variation of this function. Note that the anti-function of changing is controlling. Step 3: Does adding the anti-function expand or change the target market?
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The Ideal Chain of Objects for Informing Functions The IFR is a classical TRIZ tool. First, we ask ourselves what final result should be, and then we tell ourselves that we will achieve this result without the use or addition of any object or substance to the system. This is often possible when we can get an object to perform more functions than it normally would. It is also possible if we can eliminate objects and allow something in the system to take over the function. The Ideal Measurement Device is Parasitic Parasitic observers use something which already exists in the system, super-system or environment to perform the function. When this occurs, it is actually possible to get something for nothing. The Ideal Observer Steals Functions from Other System Objects—Theft of Functions If we have to have the observer, we should make the most of it. The system will become more ideal with fewer elements. Thus, we must look around and see of a given observer can perform more functions than it already is.
Parasite—Already Poorly Performed by Native Fields Sometimes, a function is already performed by some natural phenomenon but it is done very poorly or even harmfully. With a little help, we can boost these functions until they become useful.
Method Step 1: Is the function already delivered by a super-system observer, even poorly? Step 2: What physical phenomenon is employed to poorly deliver this function? In following steps we can ask what modifications to the fields or the observer allow the function to be boosted. These modifications may require the small addition of substances or structures which react strongly to the native fields. Idealize Informing Functions
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Parasite—Abundant Native Fields Most objects are awash in native fields. These fields do not remain constant throughout the product life cycle. By identifying the fields all around the observer, we locate observer resources that can perform the function.
Method Step 1: Process Map the product life through relevant life stages. Step 2: Look through the Table of Fields at the end of this appendix. Identify which native fields the subject experiences at each process step. Which of these native fields perform this function even poorly? Step 3: What Effect or physical phenomena can be employed to deliver this function? In the next steps we can try to boost this function
Parasite—Laundry List of Adjacent Elements
Laundry List
In this step we consider ordinary elements about us that might be pressed into service to deliver the required physical phenomena. This method is especially effective with low level fields such as elastic fields, gravity, pressure, etc.
Method Step 1: Make a laundry list of adjacent elements, especially those which were not considered in the super-system functional models. Step 2: What fields are associated with these objects? Step 3: Consider ways in which elements on the list might be pressed in to service to perform the required modification. Step 3: Consider decomposing elements into new components.
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Parasite—Use of Cheap Abundant Substances When a function can be delivered at low cost, the value of the system increases. If there is a way to use a cheap abundant substance, try to use it. If the phenomenon is weak, it may be possible to boost the phenomenon later.
Method Consider the following list of cheap substances. Could any of these be used to deliver any of the Phenomena that you are considering? List of Cheap Substances: Powders—Foams—Voids—Water—Ice—Steam— Hydrates—Air—Nitrogen—Carbon Dioxide—Oxygen—Corrosion— Decay—Sand—Soil—Rocks—Waste—Waste Water—Sawdust—Waste Glass—Waste Gases—Waste Paper—Garbage—Yard Waste—Industrial Wastes—Hybrid Substances—Disassociated Forms of Any of the Above—Products of Interactions—Starting Materials—Final Products— Semi-Finished Elements.
Parasite—Nearby Similar Measurement Device Depending on how systems evolve, it is common that several elements in the system need detection or measurement. Several objects may be detected or measured by the same observer. Sometimes, this same observer can be pressed into service to perform the function on both subjects.
Method Step 1: Identify a similar observer nearby which detects or measures similar attributes. Step 2: Combine and consolidate both elements into one system.
Parasite—Simplified Copy of the Current Measurement Device Use of the current observer can be overkill, especially if the observer is a human. A simplified copy can often perform the same function as the full observer.
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Method Step 1: What part of the current observer performs the function? Step 2: Can a copy of the observer perform the function?
Parasite—Steal Human Service to System The Master shall not serve the slave. All human interactions on the system should be performed by the system if they are necessary.
Our System
Method Human
Step 1: Identify human actions on the system. Step 2: Assume that the system performs these functions on itself
Step 3: Note that in order to oust humans; the human function must be deintellectualized.
Theft— of Functions from Super-System (TRIZ Universality also ASIT Unification Tool) All systems within the super-system, including the super-system itself, are competing for functions. When we steal functions, the more closely related the function is to the function of your system, the more readily it will be accepted.
Method Step 1: List objects in the environment associated with the job at hand. Take especial note of objects with similar functions. Step 2: The Observer takes over all or part of another objects functions. This is not simply a combining of objects. When you are done, one of the two original objects should be “invisible.” There should be no compromise in the original functions. Step 3: Completely new and unexpected benefits must emerge. different orientations and combinations.
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Theft— from Alternative or Competing Objects Identify other objects or processes that seek to provide the same functions or do the same job. Sometimes these are not obvious alternatives. Though they may be from completely different industries, they are the true competition.
Method Step 1: Consider objects which provide the extreme of the function as well. Step 2: Consider taking over all or part of these objects functions. New and exciting capabilities should emerge, as well as new synergies between the objects that could not exist before.
Theft—Boost Incidental Functions Most objects in a system provide incidental functions that we rarely noticed. If we can identify these incidental functions and boost them, it is often possible to create more value for our offering.
Method Identify incidental functions that the system already performs. Step 1: What elements in the super-system normally deliver this function? Step 2: Boost these incidental functions to take over for the other supersystem elements. Look for unexpected capabilities to emerge.
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Theft—Steal Human Interactions Unless the object of the system is to directly serve humans in the system, there is usually a burdensome element to any function provided by humans to the system. When humans are eliminated from any function in the system, the system becomes less burdensome. Note that in order to oust humans, the human function must be de-intellectualized.
Human
Method Step 1: Look at the system from the viewpoint of humans that interact with the system. Are humans required to operate the system? Are humans required to maintain the system? Step 2: What changes to the system would allow the human to be removed from the system?
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Idealize Harmful Functions If the function that you are trying to idealize is a harmful function, then begin here. It may sound somewhat counterintuitive to consider idealizing something that is actually harmful. It would seem to instantly create an oxymoron. For instance, we might find ourselves considering the “ideal pain”, “ideal wear” or “ideal product failure”. While this might sound ridiculous, we shall see that there are ways to think about this that can turn harm on its head. In the end, harm must not exist and might even become useful. There are three main ways of handling harmful functions. 1) Turn the harmful function into a useful function and then boost it. 2) Decrease the harm. 3) Eliminate elements. The first consideration involves idealizing the modification of a harmful function. We will consider that later. The second consideration will be considered as the subject of the book “Fixing It”. The third consideration deals, in this case, with eliminating the product.
The Ideal Product for Harmful Functions As with useful functions, we will first consider the ideal product. At this point, the only ideal products of harmful functions that have been identified are those that do not exist. The Ideal Product Can’t Be Harmed Because It Doesn’t Exist With the exception of turning harm to good, the removal of elements is almost always the most ideal way to increase the value of a system. That is why we are considering this first.
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Non-Existent Waste Product Some products are not required in a system. They may be harmful, expended or waste products. If the product has outlived its usefulness, is waste or was never required, consider eliminating it.
Example—Disposal of Waste Oil At industrial sites, waste liquid products are often spilled, polluting ground water. This spillage is accomplished by corrosion of the vessels, clumsy handling, etc. Step 1: The product goes away of its own accord by being combined with something else which allows it to dissipate. The spent liquid is waste, waiting for recycling. Step 2: Consider ways in which the product never existed. —It is no longer manufactured —Eliminate the Source of the product —Eliminate the Path of the product —Absorb the product into another substance. Absorbent materials might include porous materials, fabrics, batting or gel. Step 3: The waste product remains or becomes useful and is eliminated by its usefulness. In this case, the waste oil is immediately burned as an energy source.
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The Ideal Modification for Harmful Functions After focusing on the ideal product, the second part of a useful function that we focus on is the ideal modification. We ask: What do we really want to have happen and what are the attributes of the ideal modification? Since we have not yet decided what will deliver these idealized modifications to the product, we are actually composing a wish-list of what the ideal modification will look like. When we add real elements to deliver the modification, these elements often bring undesirable characteristics with them. Strangely, harmful functions often follow the same format of idealizing that useful functions do. For instance, the timing of a harmful function can change it from a harmful function to a useful function. Note that we include the tool that performs the function in all of the harmful functions. A useful function can only exist if there is a tool to perform it. Now, it becomes a challenge to turn this harmful function into a useful function by using the various tools. The Ideal Harmful Modification is Useful Our first attempt to idealize harmful functions is to change them into useful functions. This is truly making lemonade out of lemons, which is generally not the first thing that people think of. It is often easier to conceptualize the reduction of harm to zero. If one were to think of this on a sliding scale, we might see it this way. Preventative Modifications Less ideal than modifications that do not need to be performed are added functions that prevent harmful functions. We are not talking about functions that modify design attributes, but rather adding preventative functions that are part of the system. To illustrate the difference, we may recognize that our product is harmed by a high temperature environment. We could make a design decision which increases the temperature capability of the product. This may require adding a function to the manufacturing process. This is an example of adding a function that modifies a design attribute and we will consider these changes to the system later when we are considering changing the product at the level of attributes. On the other hand, if we added the function of active cooling to the system to prevent the problem in the first place, and this active
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cooling was to travel with the system outside of the manufacturing process, then this is a good example of the preventative modifications that we will consider here. The reason that this is less ideal is that this can increase the complexity of the system. There may be good reasons to do this, however. By adding functions, we can sometimes reduce the complexity of the super-system or (sometimes) the system itself. If the system already has many compensating or remedial functions, we may be able to reduce the overall number of elements by applying a strategic preventative modification. Diminishing Modifications A “Diminishing Modification” is one that reduces the effect of a harmful function WHILE the harmful function is occurring. This is occurs downstream of preventative functions and upstream of remedial functions. Diminishing Modifications are usually less ideal than preventative modifications because there is greater possibility of increasing system complexity. Again, there may be situations where adding a diminishing modification will improve the complexity of the super-system. Remedial Modifications Least ideal of all is remedial modifications. These are modifications that fix the harmed product after the fact. This is the least ideal because it requires the addition of new system elements. It may be justified, however, by reducing the complexity of the super-system.
Useful
Harmful
Harmful
Typical Thinking is to reduce to zero
Changing to Useful
The typical approach to reducing harm to zero comes from finding object attributes which can be changes, such as size, position, duration, color and then adjusting the level of these attributes to reduce the harm. Here, we take an entirely different approach. We actually want to do something that is truly valuable with that which was harmful. This creates the possibility of eliminating elements, especially if the new useful function performs a function done by something else in the system. 170
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Make Useful—Table of Knobs We are going to try to reverse the function and perform the antifunction. In this first attempt, we are going to allow for the possibility of using any method from the Table of Knobs (object attributes).
Mod
AntiFunction
Method Step 1: Identify the anti-function. Would this be considered a useful function in the system? Step 2: Now that the anti-function has been identified, we boost this function. Use any of the methods from the Table of Knobs (Appendix) to boost this now-useful function. We may need to consider modifications to other elements in the system. In the end, the system must become simpler, or the solution is not a good one.
Make Useful—Reverse the Fields or Action One of the simplest ways to reverse or create the anti-function is to directly reverse the fields.
Example—Foundry Explosions Consider a situation where water escapes from cooling pipes into the refractory bricks of a smelter. The water explodes upon contact with the bricks. One of the harmful functions is that the pressurized water pushes itself out of the pipe
Pushes
Water
Step 1: Reverse the fields to perform the Anti-function. Reversing the fields means that the water in the pipe is under vacuum. The pump pulls the water rather than pushing it. Step 2: What constitutes the reverse of the current action? The water pulls itself.
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Step 3: What is the action performed relative to? Change that instead. It pushes relative to the hole position of the pipe. This would imply that the pipe should move instead of the water. This may be possible … Step 4: Boost the anti-function to make it completely useful. Here we reverse the pressure field and cause vacuum in the line. This is effectively done by Pulls having the pump draw the water through the Water line rather than pushing it.
Make Useful—Reframing Harmful Functions as Useful Functions Mod
Useful Variant
This tool is a different but powerful way to turn lemons into lemonade. What we are trying to do is to reframe a harmful action so that it is now useful. This is like a criminal trying to rationalize their crime in a way that everyone thinks that it was truly a good thing that he did. “I wasn’t holding up the store, I was helping the store owner to test their security”. Virtually every harmful action has a useful context. For instance, if one part is wearing another part, we can ask ourselves “What are the contexts where we want wear to happen?” Answers to this are in situations where we are polishing or grinding on purpose. Going back to the criminal analogy, he would say “I wasn’t wearing the surface; I was just trying to polish it!” If we reframe the harmful variation as a good one, then we can boost this function and make it truly useful.
Example—Syrup is Melting Chocolate In order to increase production of a chocolate factory, the syrup that was normally pumped into the chocolate was heated. This reduced the viscosity, allowing for larger volumes to be pumped through the existing pipes. Unfortunately, the heated syrup now distorted the chocolates.
Syrup
Distorts
Chocolate
Step 1: Identify the anti-function. Would this be considered a useful function in the system? The anti-function is to form. This is a useful reframing of distortion.
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Step 2: Identify all useful functions already performed on the Product. None are identified for this system Step 3: Cast the harmful function in a useful context—Any useful context. This often takes a little practice, but the change in perspective can be very satisfying. If you are having trouble, identify situations where the harmful action is done on purpose. Here are some examples: (Melt —> Form) (Wear —> Form) (Break —> Disassemble) (Tear —> Cut) (Burn —> Cook) (Disturb —> Control) (Corrode —> Secure) (Corrode —> Form). In our case, we can say that the syrup Syrup Syrup forms or cooks the chocolate. Step 4: Boost this now-useful function.
Make Useful—Work With
Distorts
Chocolate
1. Forms 2. Cooks 3. Changes Taste Chocolate
Sometimes an object will perform a harmful function and a useful variant at the same time. The useful function may be formed to such a low degree that it is not recognized. Boosting the useful variant effectively eliminates the harmful.
Example—Telescope Dust Cover A telescope uses a transparent dust cover. Small irregularities in the cover distort the incoming light. The distortions could be used to correct the effect of a spherical (non-parabolic) mirror which would be cheaper to fabricate. Step 1: Is the useful variant of the harmful function performed with the harmful function, but so slightly as to not be noticed? Some of the distortions actually help to focus the light. Can this be used if it were boosted? It is possible to design the dust cover so as not to distort. In fact, in working with the reflecting mirror the Spherical light can be focused. A further refinement is Mirror to recognize how the reflecting mirror can be modified to help the situation. A spherical Controlled mirror is much easier to produce. The effect of Distortion the dust cover can allow the spherical mirror to focus the light like a parabolic mirror as in a meniscus telescope. (It should be noted that a meniscus telescope typically focuses the light off of a reflecting piece on the cover and back through a hole in the spherical mirror. Step 2: Is the anti-function performed with the harmful function but not in equilibrium? Boost the anti-function. No anti-function is detected. Idealize Harmful Functions
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Step 3: Is the harmful function useful any place on the product or on other elements to the least degree? Boost this function. No useful place is noticed.
Make Useful—Aesthetic Incorporation
Harmful
Many forms of art require the artist to incorporate flaws which inadvertently occur during the creation of the art. A small and accidental mark on an India Ink drawing becomes the beginning a bush, etc.
Example—Cutting Plastic Tubing A plastic tube is cut. In the process, the tube is malformed where the blade begins to cut.
Malformed
Step 1: Can the flaw, caused by the harmful modification be directly incorporated aesthetically? No way is seen. Step 2: Multiply the flaw. Make different patterns with the multiplied flaw. What pattern looks the best or performs a useful function? If the pattern is repeated, it becomes a rolled cut Step 3: Can this aesthetic incorporation perform a useful function? The bevel can act to guide elements that might be attached to the tube ends.
Make Useful—Make Adjustable Almost any harmful function can be made useful if it can be made adjustable. Adjustable friction becomes traction control. Adjustable wear becomes forming.
Example—Blinding Car Lights
Light Blinds
Consider the blinding light that is seen from oncoming traffic with their high beams on.
Driver Step 1: If the harmful function could be made to be adjustable, it might be able to perform the anti-function. What is a useful variant or a useful function on the system product? A useful variant 174
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would be to alert the driver. (Especially if something was wrong with the oncoming car and an alert could be “sounded”. Step 2: Find fixed knobs of the harmful function elements that can be made adjustable and boost them: Make the lights different in color, blinking or intensity to alert others of an intoxicated driver.
Light Alerts Driver
Make Useful—Perform Accurately— Sometimes a useful function becomes harmful when it goes outside of its useful bounds. In this case, it may become useful by simply putting it within bounds.
harmful
harmful
useful
Example—Hot Air Temperature in a Room
Heats
If the temperature of a room becomes too hot, then it performs a harmful function on the occupants.
Occupants
Step 1: Is the anti-function or a useful variant of the harmful function achieved by performing the modification very accurately? Bringing the temperature into bounds makes the normally useful function of warming useful again.
Air
Air Warms
Occupants
Step 2: Boost the accuracy
Line of Evolution
Increas ed
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Adjustable
Increased Adjustability (Continuous, Multiple)
Feedback
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Open Loop Control Does the modification need to be more precise?
Controller
Actuator
Is the tool or product already adjustable? Discrete positions=bang-bang Continuously adjustable Are means provided to sense changing conditions? Add actuator to tool or product. Add controller. Switch Point Speed Motor On
Motor Off
Bang-Bang Speed Controller
Motor Speed
Voltage
Use of Closed Loop Control Does the modification need to be yet more precise?
Controller
Actuator
Add a sensor to sense the modified feature. Increase the number of parameters sensed.
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Increase the order of the variable sensed (first derivative, second derivative…). Reference + -
Error
Control Laws
Plant
Sensor
Use of Passive Control The highest form of control is passive control. Does the system ideally use one field for operation and control? Provide for self-service operation (Ideal Tool / Effect). Identify the critical point at which small changes in input cause large changes in output. Move the critical point to the desired control point. Critical Points Sheer Strength Ultimate Strength Tip Angle Static Friction Adhesive Failure point Zero Buoyancy Triple point Surface Tension Resonant Frequency Spark point Freezing point Boiling point Curie temperature
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Make Useful—Intelligent Little People Intelligent little people allow us to see the situation from an empathetic point of view. After going through the previous step of identifying a useful variant, it may not be obvious how the given fields and elements perform this useful function. The physical phenomenon is given, but how do we employ it to perform the useful variant?
Example—Stained Carpet Some liquids can badly stain the fibers of a carpet. Step 1: Define a useful variant of the harmful function. Perhaps the fluid washes the fiber instead of changing the color. This is more like the anti-function.
Fluid Changes
Fluid Washes
Color Fiber
Fiber
Step 2: Envision the system as composed of intelligent little people who can work together. What do they do to perform the useful variant? These people also have the capability to disappear and Staining Washing reappear if necessary. The Little People Constituents Constituents separate the staining and washing constituents. The washing constituents are used to clean the fiber and the staining constituents are discarded at the base of the fiber.
Make Useful—Harmonize the Sequence of Functions Sometimes, a harmful function becomes useful when it is performed in a different sequence than it is normally performed. It may be necessary for a completely different job, so it is important to expand the thinking in time.
Method Step 1: Create a process map or add the harmful function to an existing process map. Step 2: Consider performing the harmful function in a different sequence. When does it become useful?
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Make Useful—Partial Modification Along with performing a function in a different sequence, a harmful function may become useful by breaking it up and performing the two stages in parallel or at different times.
Method Step 1: Can the modification be broken into two (or more) stages? Step 2: Are stages of the function considered useful? Step 3: Disrupt the sequence of functions so as to only allow the useful stage.
Make Useful—Storage of Action Similar to performing in a different sequence, or breaking up the modification, this concept allows us to directly consider storing up a harmful action and then use it at a different time in which it will be more appreciated.
Example—Flood Waters Flood waters destroy manmade structures and croplands. These very same areas are often affected by drought. Let’s consider the harmful action of the flood waters. Step 1: Identify a useful variant of the harm. The water performs a harmful action. It washes away crops and land. This harm has the useful variant of nourishing the plants. Step 2: What does it mean to store this function? We must store the nourishment that the water provides. We can do this by storing the water for use when it is needed.
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Make Useful—Changing Speed Sometimes, a harmful action can be made useful if it is performed extremely fast or extremely slowly. Often, it is the speed, itself, which makes an action harmful.
Method Step 1: If the harmful modification were performed more rapidly, could it actually perform a useful function on the product?
Preventative—Identify a Preventative Modification Identify Preventative modifications on the harmed product which will have the effect of diminishing the harmful effect on the product. There may be several possibilities, but remember that we are modifications that prevent rather than remediate problems.
Mod
Method Step 1: Consider potential modifications to the product that prevent harm in the first place.
Preventative—Redirect the Harm Redirecting harm includes adding another element to the system that takes over the problems that the immediate product is experiencing. We are introducing a weak link or a path of least resistance.
Method
180
Step 1: Create another path of least resistance. lightening rods, gutters under washing machines and spill ways over dams.
Examples are
Step 2: Pre-weaken a part so that the harm damages it. Examples are electrical fuses, break lines in a sidewalk and a lizard’s tail that breaks off.
Misinforms
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Preventative—Fool the Harming Object Sometimes, the harming object has or mimics intelligent action. We can prevent the harm by misinforming it so that the harmful function does not occur in the first place.
Method Step 1: Consider ways to misinform the tool Step 2: Consider hiding the product Step 3: Consider camouflaging the product.
Diminishing—Identify a Diminishing Modification Identify diminishing modifications on the harmed product which will have the effect of diminishing the harmful effect on the product. There may be several.
Mod
Method Step 1: Consider potential modifications to the product that diminish harm.
Diminishing—Mediator Mediation of harm is a form of diminishing function. It can also be preventative. Unfortunately, the mediating object is a new object in the system, but it can often be decreased to a coating or minor object. Ideally the mediating object should be made from some derivative of the product or tool. (That is indicated by the two tone mediator). This usually reduces the complexities that often occur with mediators that are composed of substances that are foreign to the system.
Mediator
Method Step 1: Place another object in the path of the field. This object stops the harm. Examples include: Umbrellas, Dark Glasses, Paint, Coatings and Oxide Films
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Step 2: Consider ways that this could be performed without the addition of any new substance. Ideally this should use objects or substances that are modifications or derivatives of existing substances (either the tool or the product).
Consider the Following: Is direct contact required? What is currently between the tool and product? Can a substance be introduced? If no contact is required, what is the medium or mediator which transmits the field?
Modified Foreign Substance Tool/Product Substances
Consider the Refractive index of medium
Void
Consider the Gradient of the medium Break the function down into two separate functions. separately
Consider each
Line of Evolution
None
Foreign Mediator
Modified Material
Void
Rocket Nozzle
Unusual or Extreme Settings Add an alien mediator Use a modification of the tool substance Use a modification of the product substance Use a mixture of the tool and product Use multiplied versions of the tool or product Place a void or rarified gas between the tool and product 182
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Enclose both the tool and the product in the mediator
Possible Modifications to Substances • • • • • • •
Internal additives Ionized Recombined Dilution of constituents Concentration of constituents Change of Bulk Properties Form structures at micro level
• State of Matter • Chemically altered • Heat treatment • Electrification • Heated • Foam • Decomposed • Mobilized
Diminishing—Use a Counter Flow Counter flowing is considered a diminishing function because it occurs at the same time as the harmful function. The field or substance is directly countered by an added field that counter flows the given action.
Method Step 1: Identify the fields and flows involved in the problem
Directly Counters
Step 2: Eliminate the effects of the tool by counterflowing the fields or flowing substances.
Diminishing—Absorb or Dissipate Harmful Fields Another element draws off the harmful fields. This element should not be added to the system if possible. If possible, it should already exist in the system and perform this extra function.
Method Step 1: Identifying the type of material that could absorb or dissipate the harmful fields. Step 4: Consider other elements in the system that could take on this additional function of dissipating or absorbing the harmful field. Idealize Harmful Functions
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Remedial—Identify a Remedial or Compensating Modification Method Identify remedial modifications on the harmed product which will have the effect of diminishing the harm.
Mod
Remedial—Previously Placed Cushion Method Step 1: Identify another element which can take over for the failed product. Step 2: Look for ways to add the minimum possible.
Remedial—Fixing Functions Method Step 1: Identify ways to fix the problem after the fact.
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The Ideal Tool for Harmful Functions The IFR is a classical TRIZ tool. First, we ask ourselves what the final result should be, and then we tell ourselves that we will achieve this result without the use or addition of any object or substance to the system. This is often possible when we can get an object to perform more functions than it normally would. It is also possible if we can eliminate objects and allow something in the system to take over the function. It may seem bizarre to consider what the ideal tool for a harmful function is, but remember that most useful tools also bring harmful functions with them. The implication is that we would like to remove the tools to useful functions in order to remove the harm. The Ideal Harmful Tool Does Not Exist Elimination is one of the most commonly taught methods of dealing with harmful functions. If we are successful at eliminating an object, then the system is simplified and we come closer to the ideal final result.
Non-Existent Tool It is very common for a tool to cause both harmful and useful functions. Eliminating the tool will remove the harm, but now there may be a necessity to transfer the performance of the useful function to something else.
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Example—Christmas Tree Fires Many homes are burned each year during Christmas due to electrical fires caused by bulbs. The bulbs perform a harmful and a useful function Step 1: The Tool no longer exists.
Informs Bulb Burns Owner Tree
—Eliminate the Source of the product. —Eliminate the Path of the product —Block the movement of the product —Block the movement with a counter-flow —Redirect the flow—create another path of least resistance —Change Concentration of the flow —Make the system unavailable —Absorb the Tool: Use Porous materials—Fabrics—Batting—Gel Step 2: Is the tool a waste product? Eliminate the tool directly, since it serves no useful purpose. The bulb must be eliminated. Now we consider what will perform the function of the bulb. The ornaments must replace the bulbs and give off small points of light. Small luminescent stickers on the ornaments glow when illuminated with a black light
Harmful Tool Not Required It is very common for a tool to cause both harmful and useful functions. Understand why the harmful tool is required in the first place.
Method Step 1: Why is the Function Required? What does it prevent? What does it fix? What does it make up for? Does it counter something? Follow this reasoning back through the causal relationships. If a Cause-Effect Diagram is being used, it is easier to follow the chain of reasoning back to the problems that the function helps to resolve. Practically, this is done on a Cause-Effect diagram by considering the existence of a tool or product of a function as an object attribute that causes the problem. (Seeing the function in the cause effect diagram reminds us that existences of the elements of the function are object attributes that should be considered.) 186
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When we consider non-existence of element in the system (in the side-byside box), we begin an alternative problem path which leads us to understand why an element was originally required in the system. It is possible to remove the need for the troublesome element and often other elements by resolving a problem elsewhere in the system. This is done by tracing back the alternative problem path. Non-existence of a function element is shown with a new function which has no tool. The tool was required to perform a function which no longer is performed because the tool is missing. One solution of the alternative problem path is to find a new way to perform the function of the missing object. This often leads to the consideration of how the function might be performed by existing elements, thus simplifying the system. A slight change to an object in the system (often the object that we are serving) removes the requirement for the main function and hence the objects that deliver the function. In other words, if something did its job better than our system wouldn’t be needed.
Recursively Simplify by Idealizing Individual Functions Continue the process of looking for opportunities to simplify by idealizing individual functions. Move on to the next step when you are confident that you have done all that you can.
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Simplify by Eliminating Individual Elements Now that we have considered tools which have the potential of eliminating large groups of elements, we will consider tools that help us to reduce the number of individual elements. We do this by forcing elements in our system to take on additional functions after first eliminating the element that performed that function. In general, we will consider eliminating all burdensome elements, but there is one particular case that should be emphasized. Recall that when we identified burdensome functions and elements, one of the considerations was low value elements. Low value elements are typically those that only (1) perform one function, (2) do not operate directly on the system product and (3) cost a lot. We would like to directly eliminate low value elements if possible. If we cannot replace them, then we may consider having the low value element take on more functions.
Example—Cutting Tape Recall that we used this example to show how to identify low value objects. While we could have chosen any example of a burdensome system, this example illustrates how to identify and remove low value elements.
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Step 1: Identify a burdensome element in the system. We have already identified that the base delivers the lowest value in the system.
Holds Table
Spindle
Supports
Tape Positions
Supports
Cuts
Supports
Pulls/ Rotates
Supports Blade
Base
Person
Positions
Step 2: Eliminate the element. The base is eliminated. We show this as a spindle and blade unsupported in space. The other functions are intentionally left to underscore that the functions are still required. We can remove the objects, but there is still a necessity to do what they were originally intended to do. Holds Spindle
Table
Supports
Tape Positions
Supports
Cuts
Supports Supports Blade
Pulls/ Rotates Person
Positions
Step 3: Press another object in the system or super-system (associated with the job or task or in the environment) to perform the functions of the removed object. Note that in this case, the base performed several functions. There is still the possibility of using the table or other objects that are normally associated with the job.
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For instance, we could consider the object being tapped. In this case, we will allow the spindle to support the blade. The person will support the spindle.
Holds Spindle
Supports
Tape Positions
Supports Cuts Positions / Supports
Blade
Pulls/ Rotates Person
Note that not all of the bugs are worked out in this tape dispensing system. There is the potential for the blade to swing around. Support for the tape may not be sufficient, etc. When we go to the “Fixing” stage of problem solving, we will try to work out these bugs.
Reduce the Penalty of Expensive Parts by Stealing Functions If elements are costly, and there seems no way around this, then look for ways to increase the number of functions performed by the costly element. This can decrease the overall cost.
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Example—Optical Cover for Telescope4 Step 1: Identify elements that you would like to use, but are too expensive. An example of this is a telescope for class rooms. The mirror needs to be protected from dust. Optical grade glass can form a cover, but it is too expensive.
Mirror Support
Optical cover is expensive
Below is the function diagram. More elements are shown in the diagram than the picture. Note the number of f u Constrains n Supports c Cover t Ground Parabolic Spider i Constrains Supports Distorts Mirror o Focuses Supports Supports Supports n Absorbs Dust s Positions
Tube
Angled Mirror
Redirects
p Supports Mount e Focuses r Supports Positions f Supports o Supports rDrive Lens Lens Case m e Adjusts d by each element.
4
Light
Informs
Person
D.D. Maksutov The Innovation Algorithm by Genrich Altshuller, page 31
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Step 2: Have these expensive elements take over the function of something else, even if it only serves as a structural element: If the optical cover takes over the function of supporting the mirror (currently performed by the Spider). Now with two functions, the change effectively increases the Optical Cover Supports Mirror telescope’s value to the owner and reduces the overall cost of the telescope. Constrains
Supports Cover
Ground Supports
Supports
Parabolic Mirror
Focuses
Supports Positions
Tube Supports
Angled Mirror
Redirects
Constrains
Distorts Absorbs
Dust
Light
Mount Positions
Focuses
Supports
Informs
Supports Supports Drive
Lens Case
Lens
Person
Adjusts
Recursively Remove Individual Elements Continue the process of looking for opportunities to simplify by removing individual elements and identifying other objects to perform their function. Move on to the next step when you feel that you have done all that you can.
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Simplify by Consolidating System Elements By this point, all remaining functions and elements are considered essential. We can further simplify the system by consolidating elements. When we consolidate elements, we merge them together. This is not as simple as combining elements. Ideally, consolidation should create unexpected benefits or synergies. For instance, the user may be able to expand the same function to other elements not yet considered. Consolidation is a natural step in the evolution of systems. Following is the evolutionary path for consolidation: Multiply
Group
Same Biased Different Opposite
Combine or Interact
Consolidate
Knife Example We start with a single knife (mono). Then we use two knives to hold the object in place and get the benefit of two knives (bi-system). Next we designed the knives to interact with each other (interacting) or scissors so that we have benefit of two knives that can be operated with one hand. This is an unexpected benefit. Also, the scissors can be used on a variety of objects that the knives would have difficulty with such as cutting fabric. It is not clear how to consolidate the blades.
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?
Bi-System
Mono
Interacting
Consolidated
Example—Machine Gun We start with a single-shot rifle (mono). We might want several singleshot rifles ready just in case we need them (multiply same). Then, we could combine several barrels into one gun (combined). Finally, we can have a simpler, lighter gun with one barrel which automatically reloads from a clip of ammunition (consolidated).
Mono
Consolidated
Multiply Same
Combined
Example—Pump Gun We start with a single-shot shot gun (Mono). Again we may want to have other single-shot shot guns available (multiply same). Next we see a double-barreled gun (combined). Finally we have a gun which holds several shells which ejected and reloaded with the pump action (consolidated).
Mono
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Multiply Same
Combined
Consolidated
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Example—Biased Hammer We start with a group of hammers, one with a large head and one with a small head, for different situations (group biased). We Consolidated Group Combined could combine the hammers to have both size heads (combined). How they can be further consolidated is not yet apparent.
?
Example—Hammer-Axe Similar to the above example, we start with a hammer and an axe (group different) then combine them into one hammer-axe (combined). Can they be consolidated even further to be right for any situation without any drawbacks?
? Group Different
Combined
Consolidated
Example—Hammer and Claw (Combining Anti Functions) In this special case, we start with a hammer and a separate nail puller. These have opposite functions. Group (combine opposite) Then Opposite Combined we combine then into one tool (combined). Can they be consolidated even further?
Simplify by Consolidating System Elements
? Consolidated
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ASIT Parasite Tool Parasite
Advanced Systematic Inventive Thinking, or ASIT 5, is a creative thinking method derived from TRIZ. “The Parasite Product” is one of the 6 “thinking tools” for developing new products. The idea is to remove as much of an object as possible and then replace the removed part with something from the environment.
Example—Simplifying Eating Utensils for Backpackers Step 1: Chose a low-value object: In this case, we start with a common fork Step 2: List objects in the environment with similarities to the chosen object: A spoon is chosen. This is both functionally similar and has parts which are also the same, such as the handle. Step 3: Pick a part of the main object (preferably one of the more important ones) and eliminate it. Here we eliminate the handle Step 4: One of the similar objects takes over this function. We pick a part of the main object to eliminate, in this case the handle. We combine the spoon with the leftover part of the fork, giving us a spoon with a fork parasite. Step 5: Look for unexpected capabilities: Aside from the lower weight and versatility, this utensil is very useful when eating certain types of foods that require both a fork and a spoon such as stews, which contain large pieces of meat.
5
Reference for ASIT information - http://www.triz-journal.com/archives/2001/09/b/index.htm
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Consolidate Elements with Different Functions on the Same Product If two or more tools operate on the same product, there are often opportunities to merge these tools. It is often the case that they have elements which are common to each other.
Example—A Rake and Hoe Combination Step 1: Identify tools that perform different functions on the same product: A rake and a hoe both work on weeds in a garden, but they do different things, i.e. one cuts the weeds and the other collects them. Hoe
Rake
Cuts
Collects
Weeds
Step 2: Consolidate these tools or make them interact: By consolidating the tools, we have a rake that can also be used as a hoe. Consolidated Rake and Hoe
Cuts
Collects
Weeds
Step 3: Look for unexpected capabilities: None are observed
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Example—Consolidating Pneumatic Elements A typical fluid handling system controls the pressure of a fluid by means of a pressure regulator and is capable of starting and stopping the flow with an OnOff Valve. How can this system be simplified? Step 1: Identify tools that perform different functions on the same product: Drawing a functional diagram alerts us to the fact that both the on-off valve and the pressure regulator operate on the same product, the fluid.
On-Off Valve
Pressure Regulator
Pressure Regulator Valve
On-Off Valve
Controls Flow
Step 2: Consolidate these tools or make them interact: We can improve the system by having one element that performs both functions. This will become a Regulator/Shutoff valve with one modulating element acting on the fluid. Step 3: Look for unexpected capabilities. The elements normally involved in the shutoff function may be used to control the flow of the fluid at very low flows.
Fluid
Stops / Starts
Regulator/Shutoff Valve Controls Flow Fluid
Combine Elements of Contiguous Operations Contiguous operations are those that follow each other in sequence or time. When you see such a sequence of functions, there is often an opportunity to combine elements and greatly simplify the system.
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Example—Drill & Anchor Bolt Combination Step 1: Identify Contiguous Functions (one follows the other in time): Normally, to hang a heavy picture or mirror on a wall, you first drill a hole in the drywall and then you pound in an anchor before you can finally insert a nail or screw to hold the picture. Penetrating and holding represent contiguous functions.
Anchor
Drill
Penetrates
Holds
Wall
Step 2: Consider ways to combine and consolidate the elements: The drill and the anchor are to be combined. The new product drills the hole as it is screwed into the wall. The thread, which follows, goes nicely into the drilled hole. Drill/Anchor
Holds Penetrates
Drill and Wall Anchor Combined (Can be inserted with common screwdriver)
Wall
Step 3: Look for unexpected capabilities. The torque from the screwdriver is sufficient to drill the hole. No power tools are required.
Consolidate Elements with Similar Structure The energy source, transmission or controls of a system can often be consolidated. While neither performs the exact same function, they both share common elements that could be consolidated into one.
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Example—Pick & Hammer Combination Step 1: Identify an element, preferably a low value element: Consider the case of working in a blacksmith’s environment with a variety of tools. We start with a simple hammer.
Hammer
Step 2: Identify a second element with similar structure. (Same power source (person), transmission and control (handle)): We know that there is another tool with similar structure and is used in basically the same way, a pick (same power source, transmission and control). Step 3: Identify the minimum working element which combines both elements. This can often be accomplished by combining or causing the elements to interact while consolidating the power source, transmission or control: There is a common element to both the pick and the hammer, the handle. The hammer and pick are combined into a hammer-pick. Step 4: Look for unexpected capabilities: none are observed.
Consolidate Biased Tools Biased objects are objects that are substantially the same but have one main difference. A bag of marbles will have marbles of different colors. A library will hold books made of different materials. There is often the need to operate on all elements in the system, or to extend the functional range of a tool.
Example—Big Hammer & Small Hammer Combination Step one: identify tools in the system that operate on products slightly different from each other (biased). Or, identify the need for one tool to operate on slightly different products.
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Small hammers for small nails
Large hammers for large nails
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You might own a few different hammers. They are essentially the same, but have one main difference. One is smaller than the other. The size difference is mostly to aid in seeing the nail. (Having a hammer with lower weight does not aid that much as the operator tends to strike less vigorously). Both tools do the same thing and operate on the same type of product, but there is a difference between the products: one is smaller than the other. We say that the products are biased. Step 2: Merge the two systems or cause them to interact. If there is a common element, use only one of these elements. A consolidated hammer provides the same function on small and large nails. The head of the hammer is still able to operate on different products.
Small and Large Hammer Combined
Merge Anti-Tools Evolution of systems dictates that functions will eventually be combined with the anti-function. The tool which performs the anti-function of your tool may already exist in the super-system.
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Example—Combining a Hammer & a Crowbar While this may be a problem of the past, it still helps to convey a familiar message. We will consider tools related to the job of carpentry. Step 1: Identify a tool within the system: We identify a hammer for driving nails. Step 2: Identify the anti-function of the tool: since the tool is used to drive nails into wood, the anti-function would be to extract nails from the wood. Step 3: Identify objects within the system which are already used to perform the antifunction: The crowbar is used to extract nails, especially nails that didn’t go in straight or were bent.
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Step 4: Merge the anti-tool with the tool. Consolidate elements as much as possible. The crowbar is merged with the hammer to create the familiar claw hammer. Step 5: Look for unexpected capabilities: The hammer can get into restricted locations.
Consolidate Elements that are Closely Associated in the Job Elements which are used in close proximity with each other may be natural elements to combine together. Be careful that something new arises. It is not sufficient that two objects simply share the same structure. New capabilities should emerge.
Example—Vegetable Peeler Step 1: Identify objects that are in close proximity: knives, zesters. Step 2: Consolidate these elements so that they are easily used together. The knife is incorporated into the blade as well as the zester. While the use of these functions may be contiguous on certain vegetables, such as potatoes, it may not be on others. This tool could be used to create unusual platter decorations.
Example—Multifunctional Camera Step 1: Identify objects that are in close proximity: Digital movies, binoculars, GPS, magnifying glass and internet. Step 2: Consolidate these elements so that they are easily used together. The above objects are combined in such a way that digital movies can be shot, edited and played. The quality of viewing is sufficient to watch commercial movies. The camera is also capable of extremely close-up shots that effectively make it a magnifying glass. The internet capability makes it possible to download movies from the internet. The GPS makes it possible to do geo-caching or other outdoor navigational activities while taking pictures or movies.
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Reduce the Required Space and Mass By removing elements, we have already taken a big step towards reducing the required space. Here we will complete the space reduction by looking at the architecture and find ways to reduce the space needs.
Method Step 1: Use unoccupied space. Identify the boundaries of the object as it currently exists. Look for volumes of unoccupied space. What elements can be moved within this space? Look for volumes of occupied space that perform little function. What elements can be moved within this space? Step 2: Change the orientation of objects. If objects were oriented differently in 3-dimensional space, could it be made more compact? Consider each element and try different orientations. Step 3: Use space saving structures such as tubes, filaments, fabrics, expanding materials and nested objects. Step 4: Miniaturize. What components do we already know how to miniaturize? Step 5: Change the order of things. Put outside things inside. The horse becomes the engine. The lock is in the door. The speaker is in the computer. Step 6: Use mass conserving structures such as cantilevers and cables.
Recursively Consolidate Elements Continue the process of looking for opportunities to simplify by consolidating elements. In this step, we return to the beginning of the consolidation step and start over with the new baseline system. We consolidate as much as possible before moving on.
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Simplify by Recursively Drawing the System We have done just about everything that we know how to do to simplify the system by removing, replacing and consolidating elements. During this step, the mind is capable of rapid simplification by simply drawing the system over and over again, each time making it a little more ideal. One of the things that will be obvious to the mind during this step is space saving features that can be added.
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Simplify by Modularizing The final approach to simplifying the system is to modularize elements according to the Value Chain Evolution Theory 6. This theory states that when system performance or reliability is not good enough to satisfy the demanding needs of a market, the architecture of these systems tend to be, or remains, integrated. (i.e., not modular). In order to improve systems performance or reliability, integrated systems require detailed coordination between different companies. Such coordination is difficult or impossible with modular systems. Improvements or changes in one location of the system influence other parts of the system. The whole must be “tuned” together. As time goes on, the performance or reliability overshoots the needs of the market. Now the industry competes on cost, convenience or delivery. In order to produce at ever decreasing costs and to develop products faster, internal standards become industry standards and rules of thumb. Products can be broken into modular elements which can be brought to market more rapidly. In order for a part of a product to be modularized, it must be clear which attributes of the interface are important. It is also necessary that these interface attributes can be verified. Finally, it is necessary that the effects of changing an attribute are predictable. Generally, the performance of a component must be degraded somewhat in order to become a module. (Many of the attributes Golden Rule of can only be modified in increments, rather than continuously). VCE: Because the products have not overshot market demands, this Integrate to improve what is “not good degraded performance exhibited by modularized products is enough” and acceptable, especially in exchange for higher speed-to-market or outsource what is “more than good convenience. If the performance is not good enough, most of the enough” market will not accept this degraded performance. Sub-systems or systems whose performance is still “not good
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Christensen, Clayton M., The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail, Boston, MA: Harvard Business School Press, 1997. Simplify by Modularizing
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enough” remain integrated and surrounded by modular components. These integrated systems continue to demand high margins because their performance is limited and still improving. Most companies which create modules do not have the resources to tackle the problems of integrated architectures. Products using modular architectures can be produced at a lower cost than those produced using integrated architectures. This outcome results in spite of more parts and the need for more interface components. Lower total cost results from sourcing individual modules from one of several highly price-competitive companies. Businesses which create such modules typically operate with low margins due to intense competition. The performance of your module is good enough and you compete on price and convenience. As a side note, some companies are capable of making several modules and can remove the expensive interfaces between the parts, further reducing costs. Several conditions must be present to consider modularization. First, the system must have overshot the expectations of the market in terms of performance and reliability. The system will degrade in performance slightly as a result of modularization. Components will not be exactly matched to each other, so it is necessary that you have enough of a performance margin to absorb this impact. Next, exchanges across system interfaces must be well understood. Finally, rules of thumb must apply well. It should not be necessary to perform complicated analysis in order to determine the interactions. Note that integrated systems are always surrounded by modular systems. The integrated system is necessary because the performance or reliability of that system is not yet good enough to modularize.
Example—Software Programmers will often turn large complicated programs into small modules. This helps them to reuse code and avoid re-inventing. However, the new concern becomes the interactions or interfaces.
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Recursively Simplify Go back to the first step of the simplifying algorithm and create a function diagram for the new system. Do it all again until you are satisfied that you have done what you can. Understand that you may generate greater problems by simplifying the system. That is OK. These problems are handled in Fixing Systems.
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Create a Compelling Aesthetic Interface Designs are not elegant until the user says “Aha!” 7 The design should be ergonomic as well as create an emotional response. The emotional appeal should be directed towards the target market. Elegance might not be the design goal of exercise equipment for muscle builders. Some might argue that the aesthetic interface is a detail to be added later in the design. Actually, we should consider aesthetics in the earliest stages of considering what a product should do. The aesthetic function is an emotional function. What does the product do to the user or onlookers? Designing the user interface up-front is the best place. In our case, we have just ripped and torn apart a design and then reassembled it. This is a good place to consider aesthetic appeal.
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Elegant Solutions by Owen Edwards, Crown publishers, inc. New York, 2989
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Appendix: Working With Functions Functional Nomenclature A system is not what it looks like. A system is what it does. Functional language is a convenient and compact way to describe what a system does. It is recognized that the proliferation of TRIZ terms is objectionable and makes it difficult for the new student to translate between different authors. Sometimes different terms are used to mean the same thing. In order for the reader to “translate” while reading this text, a consistent nomenclature will be established. It is hoped that this nomenclature will already be familiar to most readers. A System is a collection of physical objects that deliver a function. Examples of a system might be a toaster or a car. Many different objects make up a system, and they all work together to deliver a function to the user which helps to perform a job or task. Objects in the system act upon each other. In function analysis, interactions between two objects are taken one at a time. Below is a generic function diagram showing its parts. Tool
Modification
Product
The physical element that is acted on will be referred to as the Product. (In other texts, it may be referred to as the object or artifact.) The object that acts on the Product is referred to as the Tool. What the tool does to the product will be referred to as the Modification. (In some texts, this is Appendix: Working with Functions
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referred to as the Action). It is usually a verb. The use of the term “Modification” will be new to many readers; however it is used to stress the requirement that the action verb must describe a change or control of the attribute of the product. This is sometimes difficult for beginners to grasp. Beginners are encouraged, to use a longhand form of the modification. The longhand form begins with “Changes” or “Controls.” For example, we can describe the action that occurs between a tool “liquid” and a product “thermometer” which is immersed in the liquid. The short form of the modification is “heats” or “cools.” The longhand form of the modification would be “changes the temperature.” Liquid
Liquid Changes the
Heats
Temperature
Thermometer
Thermometer
Longhand Form
Short Form
The use of the term “modification” helps the beginner to understand that the tool and product must be physical elements. It also helps to correctly describe “confusing functions,” such as how paint protects wood. Beginners often write: Paint
Protects
Wood
While the word “Protects” is a verb, it is not a modification, as it does not describe a change or controlling of the wood. Insistence on using the word “Protects” will hamper the problem solver in later steps. The longhand form encourages the student to correctly break the forgoing function into a small system of functions:
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Wood
Controls Location
Paint
Controls Location
Moisture
Once the longhand form is firmly entrenched, the student can usually revert back to the short form of the modification for brevity.
Wood
Holds
Paint
Stops
Moisture
A function can be useful, harmful, useful but insufficient or excessive. Useful functions can be distinguished by a solid line between the tool and the product. Harmful functions use a wavy line. Insufficient functions use a dashed line and excessive functions use two lines. Following is a test for a correctly written function.
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Tests for Correctly Written Functions This test can be used when you are beginning to write functions. Knowing how to correctly write a function will help the problem solver at later stages when the function is being “fixed” or idealized. It is difficult to idealize or fix a function if it is not stated correctly. Test 1: Are all of the Parts Present? One quality of a correctly stated function is that the tool, modification and product are all clearly shown.
Tool
Modification
Product
Test 2: Are the tool and product something you could drop on your foot? The tool and product are always physical objects when it comes to physical phenomena. However, when software and business problems are worked, there may be the need to consider virtual objects such as used in object oriented software.
Test 3: Does the modification describe a physical change or control of the product? If necessary, use the longhand form of the modification (Changes Or Controls) to avoid confusion. In this example, we have replaced the word “heats” with the words” changes temperature”. We are signifying that the temperature of the water is changing over time because functions denote what happens over time. 216
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If the system were being used to correct the temperature of the water over the course of time, we would have chosen the word “controls” instead of “changes”. Pan
Pan
Changes
Heat
Temperature Water
Water
Test 4: Does the tool directly modify the product? This is not a hard and fast rule because sometimes brevity is required. However, it is important to understand the chain of physics that is involved, and if you do choose to be brief, it should be understood that this is a simplification and not a description of the actual physics. In this case, the pan is an intermediary for the heat to warm up the water. The flame does not directly affect the heating of the water.
Flame
Heat
Water
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Pan
Changes Temperature Water
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Test5: Is the correct function symbol used? It is possible to use other symbols or colors to denote the type of function, as long as you are consistent. Using such notation makes it easier to locate problem areas when a function diagram is built. Sufficient Useful
Excessive Useful
Harmful
Flawed Useful
Test 6: Does it describe what is really happening? Be Careful with Confusing Functions. Look at what you are trying to describe and think in terms of the actual physics rather than describing what is happening in sentences. In the case of a clothes dryer, the function of the clothes dryer is not to act on the clothes, but rather the moisture that is in the clothes. Hangers and irons operate on clothing. Dryers operate on moisture.
Dryer
Dryer
Dries
Clothes
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Moves
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Confusing Functions As a matter of practicality, it is important that the modification be properly described to ensure clear thinking. The modification must directly change some attribute of the product. For instance, the modification could be the density, position, color or smell of the product. In the shorthand form, the modification is a verb. This cannot be just any verb, but only verbs that describe a change or control of the product. The selection of the verb can often be confusing. This is particularly true when it comes to creating modifications from common English descriptions of functions. For instance, we may say that “a bottle lid seals the bottle”. This is an example of a confusing function. We might be tempted to think that the lid is actually doing something to the bottle. However, what is really happening has more to do with keeping the contents of the bottle inside or what is outside from coming into the bottle. We could state this in English is a less confusing fashion. “The lid constrains the content of the bottle” and/or “the lid constrains the outside gases”. Less related is the function that the bottle performs on the lid by positioning it. If there is confusion, one should consider using the longhand form of the modification. This starts with the words “Change” “Control” or “Create”, thus making it clear that some physical parameter of the product must be physically influenced.
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Appendix: Table of Fields
Appendix: Table of Fields
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Centrifugal Force
Hydrostatic
Jet Pressure
Odor & Taste
Diffusion
Sound
Vibrations & Oscillations
Current
Corona Discharge
Appendix: Table of
Thermal Heating or Cooling
Electrostatic Field
Fields
Radio Waves
Micro-waves
Osmosis
Surface Tension
Chemical Fields
Ultrasound
Eddie Currents (internal and skin)
Thermal Shocks
Waves
Particle Beams
Nuclear Forces
Magnetic Field
Electromagnetic (Voltage)
Infrared
Adhesive
Coriolis Force
Inertia of Bodies (Note Direction)
Buoyant
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Friction
Gravity
Elastic Force Internal & External
Information
Visible Light
Ultra-violet
X-Ray
Appendix: Table of Fields
