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TRIZ for Engineers: Enabling Inventive Problem Solving [Paperback]

Karen Gadd
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Table of Contents

About the Author. Foreword ( Ric Parker of Rolls–Royce ). Introduction. PART ONE: TRIZ Logic and the tools for innovation and clarity of thought. 1. TRIZ Tools for Creativity and Clever Solutions. 1.1. What is TRIZ? 1.2. Who uses TRIZ and why? 1.3. TRIZ and other problem solving toolkits. 1.4. Innovation – Fool′s Gold or TRIZ? 1.5. What does TRIZ offer? 1.6. How TRIZ works. 1.7. The Golden rule of TRIZ. 1.8. The TRIZ Toolkit. 1.9. TRIZ Creativity tools. 1.10. TRIZ Creativity Triggers (to be applied at any/ all stages as required). 1.11. Creativity Prompts – Smart Little People & Size–Time–Cost. 1.12. Size –Time – Cost for visualising solutions. 1.13. Problem Challenge. 1.14. TRIZ for everyone – no matter what your creativity. 1.15. History of TRIZ – Science and Engineering Standing on the Shoulders of Giants. 1.16. Reasons to use TRIZ. 2. The TRIZ Knowledge Revolution to access all the world′s known solutions. 2.1. Problem Solving – Resolving Defined Problems. 2.2. TRIZ problem solving – accessing known and proven answers. 2.3. Our knowledge is not enough! 2.4. How many answers are there to the world’s problems? 2.5. TRIZ Conceptual Solutions – 4 lists. 2.6. How many types and stages of problem solving? 2.7. From Random to systematic problem solving. 2.8. Problems Vary – some are easy some are difficult. 2.9. How to access our own and the world′s knowledge. 2.10. The TRIZ “Dictionary” of the 100 world’s conceptual solutions to any engineering problem. 2.11. Back to first principles. 2.12. TRIZ access to the World′s Knowledge. Case Study: TRIZ in Rolls Royce. 3. Fundamentals of TRIZ Problem Solving. 3.1. What is Problem Solving? 3.2. Finding Solutions – Systematic or Eureka Moments? 3.3. I′m a genius – I don′t need TRIZ thinking. 3.4. TRIZ – shortcuts for all engineers who take the trouble to learn its processes and tools. 3.5. TRIZ conceptual solutions. 3.6. TRIZ access to fast solutions. 3.7. Locating best answers –obvious only after we have found them. 3.8. Many solutions to any problem. 3.9. TRIZ for sharing solutions. 3.10. Learning TRIZ needs the logic of TRIZ. 3.11. The Logic of TRIZ Problem Solving. 3.12. Understand the problem – where′s the fun in that – we like Solutions. 3.13. Spontaneous "BAD" Solutions. 3.14. Bad Solution parks. 3.15. TRIZ Innovation Audit Trails – the importance of Hindsight in problem solving. 3.16. Audited Systematic and Problem Understanding and Solving. 3.17. TRIZ Basic logic – Improving Ideality. 3.18. Choosing Systems to meet all needs. 3.19. Systems provide functions which provide benefits. 3.20. Using the Bad Solution Park at all stages of Problem Solving. 3.21. Functions or Benefits? Functions imply how we get something but Benefits contain no solutions in their descriptions. 3.22. Avoiding Premature Solutions – Ask Why? 3.23. Asking Why? and How? as practical problem tools. 3.24. HOW? 3.25. Simple Questions to ask in problem solving. 3.26. Stakeholder needs and the Ideal . 3.27. Start by imagining an ideal system. 3.28. Problem Solving at the right price with TRIZ – use trimming and resources. 3.29. Business Benefits of Logical problem solving with TRIZ. 3.30. Conclusion – FLASH SOLUTIONS – the conclusion comes to us in a flash / a stroke of genius. 4. Thinking in Time and Scale. 4.1. Thinking in Time and Scale – Talented thinking for everyone. 4.2. Three strategies to ensure that we all achieve the same level of very creative thinking like clever and creative individuals. 4.3. Time and Scale – helps with all problem types. 4.4. Inventive Engineers – Thinking in time and scale for system context and all requirements. 4.5. Why use Time and Scale? 4.6. Context map. 4.7. Solution map. 4.8. Needs map. 4.9. Causes and Effects and Hazards Maps. 4.10. Consequences/ Connectivity/ Interrelationships. 4.11. Social Harms in Time and Scale. 4.12. Using Time and Scale to Map Hazards. 4.13. Hazards may be caused by a combination of circumstances. 4.14. Preventing hazards in your life. 4.15. Time and scale for hazardous situations. 4.16. Unidentified Manufacturing problem – scrap rate of rises dramatically. 4.17. What neglect or small savings now could cost the earth later? 4.18. Simply by mapping our problem situation in 9 boxes we can check. 4.19. Use 9 boxes to understand history/ context of a problem. 4.20. Time Decisions – not putting the right resources and effort in early in the problem. 4.21. Consequences of short–term fixes? 4.22. Conclusion. Case Study: ACENZ. PART TWO: The Contradiction Toolkit. 5. Uncovering and Solving Contradictions. 5.1. Contradictions – Solve or Compromise? 5.2. What is a Contradiction? 5.3. Spotting Contradictions – But & And. 5.4. 40 Inventive Principles. 5.5. What is a contradiction? 5.6. 40 principles solve all contradictions. 5.7. Contradiction matrix. 5.8. The 39 Technical Parameters are. 5.9. Understanding the 39 Technical Parameters. 5.10. Using the Matrix. 5.11. The Logical Steps for Problem Solving using the Contradiction Matrix – start with BAD SOLUTIONS. 5.12. Solving problems. 5.13. Simple TRIZ road map. 5.14. Solving Physical Contradictions. 5.15. Physical Contradiction Examples. 5.16. Finding/Uncovering Physical Contradictions. 5.17. Physical or Technical Contradiction. 5.18. Summary of Contradictions. 5.19. 39 Technical Parameters. Case Study: Measurement of Acoustic Emissions in a Flying Aircraft Wing. Appendix – The 40 Principles: theory of inventive problem solving. Contradiction Matrix. PART THREE: Fast Thinking with the TRIZ Ideal Outcome. 6. Chapter 6: The Ideal Solves the Problem. 6.1. Simple steps to Fast Resourceful Systematic Problem Solving. 6.2. System We Want – The Acceptable Ideality. 6.3. Ideal – Solves the problem itself. 6.4. Define the Ideal – and then find the resources to create it. 6.5. Ideal – using free resources to attract customers. 6.6. Genius, Resources and Ideal Thinking. 6.7. TRIZ helps us think like great inventors who cleverly use resources. 6.8. Ideal Solution /Machine /User Manual uncover all required functions. 6.9. Systems – Get the Right System and Get the System Right. 6.10. Ideal outcome to help us appropriately ignore/ subjugate constraint. 6.11. Too much Innovation? 6.12. Ideal Outcome to Solve Problems. 6.13. Ideal and Constraints, Reality and problem solutions. 6.14. Constrictions = Restrictions on HOW we deliver (Not what we want / don′t want). 6.15. The Ideal helps test our real constraints. 6.16. Start with only requirements – initially forget both systems and constraints. 6.17. Ideal, constraints – and the appropriate levels of problem solving. 6.18. Conclusion. 7. Chapter 7: Resources: the Fuel of Innovation. 7.1. Using Resources – How to become a resourceful engineer. 7.2. Use the resources we′ve got. 7.3. Transforming Harms. 7.4. Minimise Inputs. 7.5. Locating and Defining Resources. 7.6. Resource Hunts – Focussed by functions which give us "what we want". 7.7. Resources and make or buy decisions. 7.8. Needs – the beginning of any process – Engineering or otherwise. 7.9. Requirements, solutions and resources. 7.10. TRIZ helps engineers balance ingenuity and time to encourage innovation in design. 7.11. Functions = solutions to give us what we want to deliver benefits. 7.12. TRIZ Problem Solving using resources. 7.13. Resource Hunt. 7.14. Using super system resources. 7.15. Resources and hazards. 7.16. Resources when in peril. 7.17. TRIZ Triggers plus resources for practical solutions. 7.18. Clever solutions use the right and available resources. 7.19. Simple steps to Resourceful Systematic Problem Solving Ideal – Functions – Resources. 7.20. Quick ideal Thinking. 7.21. Ideal outcome, Delivered by essential functions – look for relevant resources. 7.22. The Ideal solves the problem itself – Ideal Self Systems. 7.23. Ideal Self Systems – Ideal resources used to design a TOMATO SAUCE BOTTLE. 7.24. Best use of Resources – Overall TRIZ Philosophy. 8. Chapter 8: IDEAL and the Ideality Audit. 8.1. Ideality – Understanding what we really really want and what everyone wants. 8.2. Ideality Audit. 8.3. The Ideal in TRIZ comes in a number of names and tools. 8.4. The ideal outcome in the bigger picture. 8.5. Ideality Audit begins with the Ideal outcome. 8.6. Benefit Capture Exercise. 8.7. Undertaking an Ideality Audit. 8.8. Ideal Outcome prompts us to understand requirements and simultaneously find solutions. 8.9. No system yet? 8.10. Ideal Outcome helps us initially say what we want – not always how we′ll get it. 8.11. Using the Ideal in Aerospace Problem Solving Sessions. 8.12. Be careful what you wish for.... 8.13. Thinking up Solutions is more fun than meeting Needs. 8.14. Different Stakeholders have different Ideal Outcomes. 8.15. Ideality of all stakeholders. 8.16. TRIZ Embraces Solution Mode Thinking. 8.17. Identifying Opposite Primary Benefits. 8.18. Identifying real goals – Owning a Submarine Fleet. 8.19. IDEALITY AUDIT. 8.20. IDEAL OUTCOME & INVENTING. 8.21. Using the IDEAL outcome for systematic invention. 8.22. Using the IDEAL to invent Systems. 8.23. Using the IDEAL to understand what we want and then achieve it – Improving WINDOWS. 8.24. Problem, Context & initial problem Statement + constraints. 8.25. Nine Boxes. 8.26. Ideal Outcome – What do we really, really want? 8.27. Ideality Audit. 8.28. Ideal System – What does it do? 8.29. IDEAL Primary Function delivered by Primary System. 8.30. Summary – IDEAL requirements capture & the Ideality Audit. 8.31. Conclusion – IDEAL OUTCOME helps us avoid confused requirement statements containing hidden solutions. Case Study: Using TRIZ to help manage real world requirements. PART FOUR: TRIZ, invention and Next Generation Systems. 9. Chapter 9: System Development and Trends Of Evolution. 9.1. TRIZ Trends for Finding Future Systems. 9.2. Perfecting Products. 9.3. The Origin of the TRIZ Trends of Evolution. 9.4. TRIZ Trends and Lines of Evolution. 9.5. Evolution – including Technical. 9.6. Successful Products meet NEEDS. 9.7. Using the Trends for Practical Problem Solving. 9.8. Each of the ei...

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