digital six sigma integration with directed innovation for generation of high-quality solutions

Version 1.2MOTOROLA and the Stylized M Logo are registered in the U.S. Patent & Trademark Office. All other

product or service names are the property of their respective owners. © Motorola, Inc. 2009.

Digital Six Sigmaand Directed Innovation

Jeff Summers – Director, Motorola University

Maria Thompson - Director, Intellectual Asset Management Process & Tools

Process Excellence Week -- 2 08/31/09 Version 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009

Objectives

• Develop an understanding of how the DSS & Directed Innovation methodologies complement each other

• Apply at least one DSS and one complementary Directed Innovation technique to solve a valuable problem

• Develop action plan(s) for future application of appropriate DSS and/or Directed Innovation methodologies


What is Six Sigma?

What does Six Sigma mean to you?


What is Six Sigma?One Term, Multiple Meanings

MetricMetric3.4 DPMO3.4 DPMO

ImprovementImprovementMethodologyMethodology

(DMAIC, DMADV, DMADDD)(DMAIC, DMADV, DMADDD)

ManagementManagementSystemSystemDrive Vital FewDrive Vital Few

Dedicated ResourcesDedicated ResourcesData-Driven DecisionsData-Driven Decisions

Customer FocusedCustomer Focused

LiteralLiteralDefinitionDefinition

Philosophical Philosophical DefinitionDefinition

Business Business ImpactImpact

DPMO = Defects per Million Opportunities

MORE DETAIL AT: http://www.isixsigma.com/library/content/six-sigma-newbie.asp


Minimizing Variation

• Minimizing variation is a key focus of Six Sigma. • Variation means that a process does not produce exactly the

same result every time the product or service is delivered.• Variation leads to defects, and defects lead to unhappy customers

and Cost of Poor Quality. • Variation exists in all processes

CustomerSatisfaction

Variation

Data Variation


Using Mean and Standard Deviation

• Mean (µ)– Average of Values

• Standard Deviation ()– How far values lie from the mean or average

– Standard Deviation is a measure of Variation


Six Sigma is Virtual Perfection!

Three Sigma Six Sigma

At least 54,000 wrong drug prescriptions per year

One wrong drug prescription in 25 years

27 minutes of dead air time per TV channel each week

2 seconds of dead air time per TV channel each week

5 short or long landings at O’Hare airport each day

1 short or long landing at all U.S. airports in 10 years


Where’s The Magic?

Tools to Drive Objectivity & Data Driven Decisions

Subjectivity, Conjecture, & Strong Personalities

Step By Step Process Improvement “Recipes”

Shoot from the Hip, Figure it Out As We Go, High Variation in Results

Variance Based Metrics No Metrics or Mean Based Metrics

Dedicated, Proactive Process Improvement Resources

Part Time Firefighters

A Leadership Tool: -A Common Language -A Mobilization Platform -A Catalyst To Drive Change

Multiple, Disjointed Initiatives &“Hobby” Projects

Status Quo

Vs.

6


How is Digital Six Sigma Different?

• New Focus – Strategically aimed at Big Y’s with a $3 Billion target

• New Organization – Dedicated resource deployment team

• New Tools – DMAIC + (Lean, DFSS and Change Management )

• New Thinking – Heavy emphasis on leadership and fact-based decisions

• New Technology – IT solutions to “hard code” Six Sigma solutions –Digital Cockpits to provide real-time tracking of process performance–E-Learning –Low cost web applications & workflow tools

• New Applications – Six Sigma for Product Development


DMAICDMAICVariation & Defect Variation & Defect

ReductionReduction

LeanLeanProcess EfficiencyProcess Efficiency

& Speed& Speed

DFSSDFSSNew Product & New Product &

ProcessProcess

Use for improving quality & service problems; reducing variation

Use for improving process optimization & speed

Use for developing new processes; or radical change in process

DSS Methods Overview


PerformanceImprovement

Discontinuous Improvement

Low Hanging Fruit

Traditional Management

Crisis Crisis

100%

50%

20%

0%

-10%3 6 9 12 months

(Status Quo)

Continuous improvement

DMAIC

Lean/DMADV

Ray Stata, Sloan Management Review, 1989.

What can we expect from DSS? The Process Half–Life Effect

Ford 8-D


How do you know which approach to use?

• Often a project team may not know which methodology to use until after the Analyze Phase.

• Use DMAIC when…– an existing product, service or process is failing to meet customer requirements

or is not performing adequately.– there are opportunities for continuous improvement without radical change– Trying to reduce defects or variation in a process

• Use DMADV when…– a process is required but does not exist (or radical change)– an existing process has been optimized using DMAIC but is still failing to meet

customer requirements• Use Lean when…

– a process is encountering cycle time issues (often transactional)– optimizing a process for speed and efficiency

• Use BLITZ when…– quick wins can be implemented to solve the majority of the problem


DMAIC / Lean / DMADV

Systematic methodologies focusing on problem solving & continuous improvement

DSS MethodologiesDSS Methodologies

The Process

The Product Design For Six Sigma (DFSS)

Systematic methodology focused on creating new products

Often required to achieve true 6 capability that Customers can see - by reducing variability & preventing problems in the design phase

3


Digital Six Sigma Flow Chart

Business Case

Stakeholder Analysis

Customer Information

Process Measurement

Process Mapping (VSM)

SolutionsDeveloped

Document & Standardize

Digitize &Draw Down

DMAIC

LEAN

DMADV

Define Measure Analyze

Risk Assessment

Issue Statement

Team Charter

Solutions Selected

DOETesting

Improve Control

Root

Cause

Valu

eA

nalysis

no

QualityEffic

iency

yes

New Process or Product

no

yes

BHAG

ParadigmAnalysis

Ideal Design VerifyCustomer Needs

& Requirements

Customer Needs& Requirements QFDQFD

Customer

Business

ProcessPerformance

Achieved

no

MeasurementSystems Analysis

1

Change Management


Six Sigma for Product DevelopmentSix Sigma for Product Development

P2D2

II DD EE AA DFSSDD OO VVCC

MFSS

CC DD OO VV

Product Product CommercializationCommercialization

Product Product CommercializationCommercialization

Product Portfolio Product Portfolio Definition & Definition &

DevelopmentDevelopment

Product Portfolio Product Portfolio Definition & Definition &


TDFSS

II22 DD OO VVTechnology & Technology &

Software Platform Software Platform DevelopmentDevelopment

Technology & Technology & Software Platform Software Platform


SDFSS

II22 DD OO VV

Business Strategy

Marketing Strategy

Technology Strategy

ProductLaunch

3


M

A

D?I

C

Stakeholders VOC VOB VOP

Prioritization

Projects

Decide

Quick Wins

A Phase Gate Process

P

D

E

S

Ch

ang

e Man

agem

ent

(Peo

ple stu

ff)

Pro

ject

Man

agem

ent

(Tec

hn

ical

stu

ff)


What causes six sigma projects

to fail?


The “Define” Phase Is Critical

Project SelectionProject Selection

Team CharterTeam Charter

StakeholderStakeholderAnalysisAnalysis

Customer Customer RequirementsRequirements

Lack of alignment with a strategic priorityInsufficient reasons for changeNo financial estimateCan’t be completed in 3-6 months

No clear & measurable goalsNot staffed with the right people or enough time

Lack understanding of customer experience & needs

Risk Risk AssessmentAssessment Starting projects with no understanding of risk

Ignoring early red flags

Key stakeholders unwilling to try new solutionsKey stakeholders and managers not committed

70% of process initiatives fail due to:


The Elements of Change

HOWHOW

WHOWHO

EXTERNAL EXTERNAL CONTEXTCONTEXT

WHATWHATINTERNAL INTERNAL CONTEXTCONTEXT


Performance

Time

The Growth (“S”) Curve

Rapid Growth

Decline

Formation

Maturity

Adapted from Nadler, D. A. (1998)


0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

1

DMAIC LEAN DMADV

RiskProbability of fa

ilure


Managing Transitions

Excitement Anticipation

Confusion FrustrationReservation

Denial

Endings Transition Zone New Beginnings

UncertaintyUncertainty

SkepticismSkepticism

Experiencing Change and Transition

Adapted from Managing Transitions , William Bridges

Creativity

Innovation

AnxietyResistance Confusion

Accomplishment High Energy

Learning

ReliefUnsure

Ambivalence

ExplorationExploration

CommitmentCommitment

How people experience and react to change and its transitions can have a significant impact on the success of the initiative. The illustration below provides a good overview of how people experience change.


1.1 Complete the Business Case for Change defining current state, desired future state,

gaps, and actions

Change tool used: Business Case for Change

The Business Case for Change (BCC) is the most important document of any change initiative.

Current situation

Desired future state

Plan for HOW to close the gaps (WHATs)


Business Case for Change walkthrough

Business Case for Change


Exercise: Developing a Business Case for Change

1. Break into teams2. Read the Overview section in the case

study handout 3. Develop a Business Case for Change using

the information in the case study and the instructions in the BCC tool.

EXERCISEEXERCISEEXERCISEEXERCISE

Handout: Business Case for Change

Handout: Business Case for Change

Handout: Case Study

Handout: Case Study

Prioritization

Projects

Decide

Quick Wins


Little y’s

Vital X’s

DSS Projects

Big Y (VOB) NPI Say/DoNPI Say/Do

Unit VolumeUnit VolumePricePrice Manufacturing Cost

Manufacturing Cost

Development Cost

Development Cost

Business Case Effectiveness


Product Launch Timeliness


• Customer Insight Process

• Market Size Forecasting

• Commercial DOE Testing

• “Do” Rescue Tools Kit

• Resource Management

• Work Allocation

• Specs / Requirements Management

• Digitized M-Gates

<10% <10%>75% <5%

Project Schematic Example


Process MeasuresWhat Are Process Measures? Numeric indicators of process “health”

Why Have Them?

• Tells you how well you are meeting customer requirements

• Clarifies the “defect”

• Determine capability of process & amount of improvement required

Quality Characteristic

Customer Need

*Accuracy *Time

*Defects *Reliability

Amount of change required

days, weeks, hours, minutes

% of __________________

# of (defects) per (day)

Numeric Indicator


Effective process improvement means that the measure we use in our business is directly tied to our customers.

Determine What to Measure: Listen to Customers

• Step 1: Develop a Customer-Focused Business Strategy– Assess the business needs– Identify customer segments

• Step 2: Listening to the VOC– To obtain useful and valid customer information and feedback:

• Select research methods to gather customer information• Probe for complete understanding

• Step 3: Translating Voice of the Customer (VOC) into Critical Customer Requirements (CCRs)

– Organize and verify customer needs data into CCRs– Determine CCR priorities– Identify CCR measurement and targets

• Step 4: Developing Measures and Indicators– Identify customer issue statements– Translate the CCRs into output indicators:

• Identify and select output indicators• Establish output performance targets


1. Group similar and common statements received from customers. Select or adjust comments from each group to form a single statement which best represents the VOC.

2. Clarify, in measurable and specific terms, the customer requirement(s) associated with each key VOC statement.

3. Based on clarification gathered through Voice of the Customer and the Critical Customer Requirements, state the key customer issue associated with each VOC/CCR statement.

Translating VOC into CCRs

Voice of the Customer Critical Customer Requirement

Actual customer statements and comments which reflect their expectation of a product or service.

“My burger is cold and stale.”

“I’m waiting way too long for my order.”

“These ingredients are too messy.”

Key Customer Issue

Describes the experience surrounding the product or service expected or desired by the customer.

It should reference a process and the direction of improvement.

Increase temperature of delivered food in the burger production process

Reduce cycle time in burger order process

Decrease variation in placement and amount of ingredients in the burger production process

The specific, precise, and measurable expectation which a customer has regarding a product or service.

All toppings should not extend

beyond the bun’s diameter.

Total time per order should not exceed 2 minutes.

Burger should be warm and fresh.


CTQ & CTP Examples

CTQ’s

Process Output Indicators

CTP’s

________

________

________

________

CTQ’s

Price/Unit

Delivery Time

Dimensions

Purity

Reliability

Color

Service Level

CTP’sCost/Unit

Productivity

Compliance with

Regulations

Changeover Time

Safety

Certification

Critical to:

The Business

The Regulator

The Employees

Critical to:

The Customer

The Market


Develop An Issue Statement

• Design

• Accounts Receivable

• Order entry

• Shipping of parts

• Invoicing

• Defects

• Cycle Time

• Rework

• Efficiency

• Complaints

• Increase

• Decrease

• Improve

• Reduce

• Eliminate

Process

Reference

Quality

Characteristic

Change

Indicator

Process that needs

improvement

What needs

improvement

Nature of the

improvement


Little y’s

Vital X’s

DSS Projects

Big Y (VOB)

Issue Statement Improve the accuracy of the customer insight process

NPI Say/DoNPI Say/Do

Unit VolumeUnit VolumePricePrice Manufacturing Cost

Manufacturing Cost

Development Cost

Development Cost





• Customer Insight Process

• Market Size Forecasting

• Commercial DOE Testing

• “Do” Rescue Tools Kit

• Resource Management

• Work Allocation

• Specs / Requirements Management

• Digitized M-Gates

<10% <10%>75% <5%

Project Schematic Example


Root Cause Analysis

Identification of the few underlying factor(s) causing the problem

Identifies the vital X’s driving the Y performance

Attacking the top 20% of causes will solve 80% of the effect (80/20 Rule)

Avoids implementing quick fixes that only cover up the problem

Builds data-driven consensus on prioritized causes



DMAIC

Reduce Defects using DMAIC


Reduce Defects using DMAIC

Objective• Understand & Measure the sources of defects and

variation in your process or product.• Brainstorm potential Root Causes and let the Data

guide you to a decision.• Develop solutions that best address the root cause.

Key Tools– Affinity Diagram– 5 Why’s– Cause & Effect Diagram (a.k.a. Ishikawa, Fishbone)



ReductionReduction


& Speed& Speed

DMADVDMADVNew Product & New Product &

ProcessProcess




DSS Methodologies


Define Define OpportunitiesOpportunities

MeasureMeasurePerformancePerformance

AnalyzeAnalyzeOpportunityOpportunity

Control Control PerformancePerformance

Baseline Performance, Operational Definitions,Measurement Plan, QFD, Check Sheets

SPC, Control Charts, Document & Standardize,Control Plan, SOP's, FMEA

Improve Improve PerformancePerformance

Develop solutions, Testing, Confirming solutions,Communication Plan, Solution Matrix

Brainstorming, Root Cause Analysis, Cause & Effect Diagrams, Pareto Diagrams, Affinity Diagram

Business Case, Team Charter, Stakeholder Analysis, VOC, CCR's, CTQ's, SIPOC, Process Maps

DMAIC Phases and Tools


Brainstorm CausesBrainstorm Causes


Affinity Diagram

Affinity Diagrams encourage creativity by everyone on the team at all phases of the process by breaking down long-standing communication barriers. Teams use this type of diagram to overcome team paralysis which is brought on by an overwhelming array of options and lack of consensus.

When using Affinity Diagrams follow these simple steps:

1. Write the issue under discussion in a full sentence2. Brainstorm at least 20 ideas or issues3. Without talking: sort ideas simultaneously into 5-10 related groupings4. For each grouping, create summary cards using consensus


Affinity Diagram

Issues Surrounding Returned Orders

Tip: Use Post-it Notes when brainstorming the ideas so that they can be moved around more easily.

Mechanical

Grill not Hot enough

Fryer did notcook french fries

thoroughly

Store Environment

Not enough workers

Stations are Too crowded

Order Entry

Poor Handwriting

Not enoughCashiers at front

Counter

Incorrect writtenorder by cashier

Toppings problems

Toppings tooMessy at ingredients

station

Wrong combinationOf toppings

Vegetables notfresh

Burger Bunsare stale

Our store and equipmentMust be more reliable

We must focus on the ordercreation & fulfillment


5 Why’s

Using the Cause and Effect diagram with the major categories, begin with the “most likely” — the questioning of “why.”• Why does this occur?• Why does the condition exist?

Root Cause – Most Basic Reason a Problem Has or Could Occur

1. Ask “Why” 3-5 times.

– Why is this failure mode active?

Progressively becomes more difficult and a more thought provoking assignment.

Early questions are usually superficial, obvious; the later ones more substantive.Why did this

happen?

Symptom 1

Symptom 2

Symptom 3

Symptom 4

Probable Root Cause

“why”

“why”

“why”

And more “why’s”


Example of 5 Why’s

• Problem: Order returned due to cold food.

Why is this burger cold? Took too long from the grill to customer

Why did it take too long? Had to wait for fries to be added

Why did it wait for the fries? Fries were not dropped into the fryer

Why were the fries not dropped into fryer?

Fry station worker rotated to help cashier


Cause and Effect Diagram

CAUSES EFFECT

ProblemStatement

Salespeople

Receipt process

Analyses were unable to verify 40% of January

receipts

Rushed salespeopleHourly completion

required

Rushed

Too many sales

Not enough salescoverage at peak times

Perhaps the most useful tool for identifying root causes is the cause and effect diagram. It goes by several names (Ishikawa, fishbone, etc.) and there are a variety of ways to use it. The cause and effect diagram is primarily a tool for organizing information to establish and clarify the relationships between an effect and its main causes.

The cause and effect diagram identifies the root cause(s) of the problem so that collective actions can be taken to eliminate their recurrence.

The cause and effect diagram develops a picture composed of words and lines designed to show the relationship between the effect and its causes.

The cause and effect diagram assists in reaching a common understanding of the problem and exposes the potential drivers of the problem.


Fishbone Example: Big Y’s Burgers

Method Measurement

ReturnedOrder

Manpower

Untrained

Employee sick

Understaffed

Not enoughAssigned to work

UnreadableTicket

Material

Stale Bread

Not enough friesDelivered to wrong customer

IncorrectOrder

Ticketed wrong

Incorrect Placement Order

Toppings

Too Messy

Environment

Lunch Rush-too many orders

Lighting

Note: A Fishbone can be quantified using a Cause & Effect Matrix. See a Black Belt for more information.

Machine

Wrong Wrapping Material

Bad lettuce

Grill Broken

Sauce Dispenser

Fryer Problems

Too cold

No flame

Language Barrier

Crowded Space

Wrong sizes usedWrong

Toppings

Incorrect wrappingToo much ice

Excess Toppings

5 M’s + E


Fishbone Example (Affinity)

FinancePolicy

Documentation

Invoices paid late

ComputerSystem

ExcessDemand

Access Limitations

Low Priority

Older System

Downtime

NewMaintenanceContractor

ExcessDemand

ManualSort

Process

Internal MailSystem

Cost-Reduction Program

One Pick-Up Daily

Workspace Equipment

Lost/Misplaced Mail

Turnover

Inexperienced Staff

ManualFiles

CrowdedSpace

Resigned

No Limit Manager

Missing DocumentationBranch Offices

Forward Payments Weekly

CentralizedPayment

Authorization

Audit Recommendationfor Tighter Control

Reorganizationof Purchase Org.

MissingPurchase Orders

Maximize Cash

PaymentDelays

Increased Workload

Staff

Turnover

HiringFreeze

Access Limitations

Low PriorityMorale

Paycuts

OvertimeReduced

Productivity Deadlines

Note: A Fishbone can be quantified using a Cause & Effect Matrix. See a Black Belt for more information.



LEAN(DMADDD)

Improving process optimization & speed



Business Case



Process Measurement


SolutionsDeveloped


Digitize &Draw Down

DMAIC

LEAN

DMADV


Risk Assessment

Issue Statement

Team Charter

Solutions Selected

DOETesting

Improve Control

Root

Cause

Valu

eA

nalysis

no

QualityEffic

iency

yes


no

yes

BHAG

ParadigmAnalysis


& Requirements


Customer

Business

ProcessPerformance

Achieved

no


1

Change Management


Maximize Efficiency using Lean

Objective• Look for major opportunities to improve speed• Evaluate common inputs and outputs for parallel paths• Quantify Value of major activities• Develop and Test Improvements

Key Tools– Voice of Customer– Value Analysis



ReductionReduction


& Speed& Speed


ProcessProcess




DSS Methodologies


DefineDefine

MeasureMeasure

AnalyzeAnalyze

Draw DownDraw Down

Baseline Performance, Operational Definitions,Measurement Plan, QFD, Check Sheets, Surveys

Ensure Compliance to Process, Remove ParallelPaths & ‘work arounds”

DesignDesignDevelop & Prototype Solutions, Communication Plan

Brainstorming, Value Analysis: Identify process areascausing poor efficiency

Business Case, Team Charter, Stakeholder Analysis, VOC, CCR's, CTQ's, SIPOC, Process Maps

Lean (DMADDD) Phases and Tools

DigitizeDigitize Automate new solutions.


20%

15%

30%

10%

25%

Rework Not done right first time Poor quality, rejects,

returns • Checking • Approvals • Redundancy

Idle Time • Waiting/ Delays • Backlog

Value Added Work

Bureaucracy

BusinessRequirement

Bureaucracy• Work no one uses• Reports not used• Non-productive meetings

Value-Added WorkIt physically changes the inputsThe customer is willing to pay for it, or requires it* Features customer cares about

Last Super Bowl, the Ball was in motion 17 minutes!

Why do a Value Analysis?• 80% of most processes are non-value added work!• Design out work that consumes valuable time and energy

BusinessRequirements• Work that keeps the

organization running, but has no value to the external customer

• Financials• Hiring

Value Analysis


Understanding Value Analysis• Introduction to Improvement Criteria

– Team can often identify quick and simple opportunities for significant improvement.

– Sometimes these quick wins are sufficient for accomplishing the team’s improvement goals.

• Customer Value-Added - An activity can be described as adding value for the customer only if:

• The customer recognizes the value• It changes the product toward something the customer expects• It is done right the first time

• Operational Value-Added - An activity adds operational value if it is not a customer value-added activity and is:

• Required to sustain the workplace ability to perform customer value-added activities• Required by contract or other laws and regulation• Required for health, safety, environmental, or personnel development reasons• Done right the first time

• Non Value-Added Activities• A team preparing to perform a value analysis of a process will begin by asking some

questions relative to each step in the process. Some of these questions may include:

– Is this step required by a customer?– Could this step be eliminated?


Understanding Value Analysis

• Examples: Non-Value-Added Activities– Proofreading– Counting the amount of work– Inspection and checking– Sorting work– Logging information– Checking calculations– Reviewing and approving– Moving and set-up– Monitoring work– Stamping– Any type of rework


Job A

As A Group:• Review each job tasks and materials• One flip chart page per job

1) Process Walk Through

Value line

20% value

80% non-value

• Review each activity & input for value/non valueValue Add =

– Customer will pay for it– Changes inputs

Non-Value=– Redundant– Rework– Unnecessary– Inefficient

• Move value added activities above the value line• Move non-value activities below the value line

2) Separate Value from Non-Value Work

Value Analysis


Non-Value Categories Priorities

#NVA’s:_____

#NVA’s:_____

#NVA’s:_____

E.g., Walking

Value Analysis

Group Common ActivitiesRecord, Look up, Walk, etc...Inputs/Outputs Calculate Time/Category

Add up non-value vs. value activitiesDoes number of non-value activities approximate 80%?

3) Verify 80/20 Rule

4) Categorize Non-Value Areas

5) Prioritize Non-Value Areas

Rank Order “biggest” time wasters by # of NVA’s



DMADV

Design Optimal Process using DMADV



Business Case



Process Measurement


SolutionsDeveloped


Digitize &Draw Down

DMAIC

LEAN

DMADV


Risk Assessment

Issue Statement

Team Charter

Solutions Selected

DOETesting

Improve Control

Root

Cause

Valu

eA

nalysis

no

QualityEffic

iency

yes


no

yes

BHAG

ParadigmAnalysis


& Requirements


Customer

Business

ProcessPerformance

Achieved

no


1

Change Management


Objective: Perfecting the process so that we don’t have to do DMAIC/ DMADDD!

• Focuses on creating new processes

• Or, creating a significantly new level of performance

DMADV



ReductionReduction


& Speed& Speed


ProcessProcess




DSS Methodologies


DefineDefine

MeasureMeasure

AnalyzeAnalyze

VerifyVerify Verify Design, Document & Standardize, Prototype,FMEA, Digitization

DesignDesign Solution Matrix, Optimized Design, DOE, Pilot Plan

Paradigm Analysis, SOV Studies, CTQ Flow Down,Initial Models & Ideal Designs

Business Case, Team Charter, Stakeholder Analysis, VOC, CCR's, CTQ's, BHAG’s

DMADV Phases and Tools

Measurement Plan, Operational Definitions, QFD


BHAG’sBig, Hairy Audacious Goals

Obstacles

* Perception that significant improvement is impossible* Fear of not making the goal* Risk averse people or culture

Why? BHAG’s force you to create world-class processes

How?

1. Set a goal that will “significantly” exceed current performance & industry benchmarks

2. Ask, “What goal will make us better than the best?”

3. The goal should feel impossible! If it doesn’t, you’ll need to cut your stretch goal in half.


Paradigm AnalysisA paradigm is a set of assumptions (believed to be true) that may significantly limit our view of what’s possible and ultimately, our performance.

1. Brainstorm Paradigms

1. What the customer wants Outputs

2. What you have to do Activities

3. Your resources Inputs

1. Identify Givens—things customer/company is unwilling to change

16 data points Hard copy Customer isn’t changing No automation

2. Eliminate "Can't”PERISH PARADIGMS!


The Pendulum Swings

A group of construction specialists, attempting to reduce the cost of a new office building, proposed replacing a 10-story spiral staircase for the atrium with a 10-story brass pendulum.The architect was delighted. The owner was enthusiastic. Half a million dollars was saved!

This may give visions of executives sliding down the brass pole, but it really made perfectsense. The function of the staircase was not to serve as a way to get from floor to floor. The building had elevators to do that. The spiral staircase was merely an architectural feature toconvey an upsweeping dynamic vision to visitors.

The group realized that projecting an image was the key to the problem. They brainstormeda variety of different ways to project such an image. In the end, they settled on the brasspendulum, partly because of the money it would save.

A group less skilled at problem solving would have proposed ways to build the spiral staircase more cheaply. This group got to the nub of the matter and focused on the function of the staircase.

Groups need to manage their problem-solving and communication process to find the pendulums, not cheapen the staircase.

Ideal Design Case


Ideal Design

Start with vision & design backwards

1) Redefine Outputs (Customers true needs)• What needs are we really trying to meet?• Forget about how we currently meet the need• How else could we meet those needs?

2) Redesign Value Activities• How else can these activities be done to achieve the result?• Benchmark other companies & industries – How do the “best of best” do it?

3) Re-evaluate Inputs• What information is really needed?• In what other form could you use or receive the inputs?

4) Experiment • Ideal design is Iterative, so the more tests, the quicker the success!• Retrain

Ideal Design is a clean slate approach to process innovation that:

• Encourages “visionary” thinking about best system• Legitimizes “letting go” of legacy system


Ideal Design

Paradigms Ideal Designs

Baseline Test

Output

Input

Value Activity

• What are your paradigms about the current output?• Brainstorm alternative output designs to achieve BHAG

• What is the last activity performed to produce output?• What are your paradigms about this activity?• Are there other ways to do this activity to achieve BHAG?

• What are your paradigms about the current input?• Are there other ways to use the input to achieve BHAG?


Successful Process Digitization

Don’t digitize too soon! Have we done everything to improve this process before automating?

Have low cost web applications or re-usable solutions been considered?

What tracking systems are needed to ensure process compliance & to prevent “workarounds”?

Have all supporting procedures & policies to perform the process been revised or updated?

Have supporting procedures & policies for the old process been eliminated?

Does training exist in order to teach people the new process?

Is there an acceptable ROI for digitizing this process? Can the applications be re-used?



Directed Innovation


Where’s The Magic?

Park in the problem space

Fire = Invent, Ready, Aim

Manage Creativity like a project

Get smart people in a room & brainstorm

Identify & evaluate importance of problems as well as solutions

Subjective assessment of solutions to implement, patents to file

More difficult problems & radical solutions require more participants and diverse ideators

Narrow, incremental “inventions” from individual inventors lead to lower-value patents

Status Quo

Vs.

6

Process facilitation role with diverse, cross-functional participant pool

Ad hoc inventors from same project


What is Directed Innovation?

• New Focus – Gnarly Problems, conflicts and tradeoffs generated from contrasting today’s solutions with Ideal solution

• New Organization – Process Facilitator,SMEs: Critical & Free thinkers, Convergent & Divergent thinkers, Inventor Mentors

• New Tools – Provocation, Problem Storming, Question Banking, TRiZ, Value Analysis

• New Thinking – Creative Problem Solving vs. Brainstorming, Inventing, Patenting

• New Technology – Provocation worksheets, Idea Sheets, Post-it Notes, Chocolate, Mint & Cinnamon*

• New Applications – Patent drafting/Claims writing, Research Project Definition, Marketing, Product Naming

* Stimulate the right side of brain


PerformanceImprovement

Discontinuous Improvement

Low Hanging Fruit

Traditional Management

Crisis Crisis

100%

50%

20%

0%

-10%3 6 9 12 months

(Status Quo)

Continuous improvement

DMAIC/DI

Lean/DFSS/DMADV/DI

Ray Stata, Sloan Management Review, 1989.

What can we expect from DI? The Process Half–Life Effect


History

• Advanced Inventing– Ad hoc brainstorming by project teams– Infrequent Patent attorney participation– Direct to patent filings


History• Strategic Portfolio Development

– Focused on generating solutions & patents from new promising technology– TRiZ used rarely to identify conflicts & tradeoffs in new technology– Attorney = scribe– SME = facilitator (sometimes)– Project &/or technology team participation– Participants vote on ideas to patent


History

• Directed Innovation– Agnostic facilitator– Provocation/Question Banking– Diverse & cross-functional team– Innovators = scribes-> Idea Sheets– Problem Storming –> Post-its– Chocolate, Cinnamon, Peppermint– Competition– Concept Evaluation by SMEs & Patent Attorney– Prior Art searching/ Patcomm review– Inventor Mentors– Balanced left brain vs. right brain activities


The “Define” Phase Is Critical

Project SelectionProject Selection

Team CharterTeam Charter

StakeholderStakeholderAnalysisAnalysis

Customer Customer RequirementsRequirements

Lack of alignment between business & IP StrategyLong time to obtain (3-4 yrs) & leverage (8 yrs.) IPNo budget allocation to future problems (AnTRIZipation)

No concise & shared problem statementsNot staffed with the right people or enough planning

Lack understanding of variety of customers’ perspectives& issues/problems – FUNCTIONAL perspective lacking

Risk Risk AssessmentAssessment Starting projects with no understanding of IP Landscape

Ignoring early red flags – litigiousness of competitors

Key stakeholders risk averseKey stakeholders invent themselves

90% of innovation initiatives fail due to:


Treat Your Inventing session like a PROJECT and MANAGE it!

1.0PLAN

4.0 ACT

3.0CHECK

2.0DO


Use for understanding all the problems to be solved in order to implement the Ideal Solution

Use for engaging diverse population in creative problem solving to generate more and better solutions

Use for effectively capturing all solutions potentially applicable in this problem domain or closely-related ones

Use for determining most feasible, revenue-producing solutions

Use problem statements to generate specification and all solutions to generate independent and dependent claims of patent application

Directed Innovation Methods OverviewProvocation / Provocation /

Problem StormingProblem Storming

QuestionQuestionBankingBanking

IdeationIdeation

ConceptConceptEvaluationEvaluation

Disclosure /Disclosure /Claims DraftingClaims Drafting


PLAN

• Select Inventing team Subject Matter Experts (SMEs) in Technology Domain

Identify/select team members• critical thinkers (problem-oriented)• divergent thinkers (creatives)

Facilitator (see IAF Handbook of Group Facilitation)

• process observer • objectivity • no emotional connectivity to outcome


• Problem Storming (w/ critical thinkers)

– Describe and list all attributes of Ideal Solution(s)• see TRiZ @ http://www.triz-journal.com

– Identify known solutions X and current patents Y• Describe characteristics and parameters of X and Y and why they are

insufficient: CRITICAL CHALLENGES• 39 Parameters Matrix (http://triz40.com/) & 40 Inventive Principles

– Once have Critical Challenges, transform these problem statements to thought-provoking questions to inspire radical thinking

• Generate an open-ended question in the form of "How might we achieve the IDEAL attribute by applying X or Y technology or solution without introducing a limiting characteristic (parameter) of X or Y technologies or solutions?”

*The format of the problem statements and related open-ended thought-provoking questions is key to successful results

PLAN


Issue Statement – DI Prework

• Reframe original problem statement as several different open-ended, thought-provoking, generic questions that can engage diverse set of creative problem solvers & generate portfolio of alternative solutions

• Break Ideation into several 1- 1.5 hour sessions focusing on one problem/question within the domain for 15-30 minutes each

• Keeps team focused!– Fast-paced– Rotate partners– Idea Sheet generation competitive



• ““Problem Storm” on #3…AND ideate potential thought-provokingProblem Storm” on #3…AND ideate potential thought-provokingQuestions for the DI session (Steps #2-4+)Questions for the DI session (Steps #2-4+)

• Which of those conceptual directions in #3 is the Boldest Provocation?Which of those conceptual directions in #3 is the Boldest Provocation?

• Provocations – what would be possible if each of our constraints Provocations – what would be possible if each of our constraints were removed? Address each limitation individually in #2; try to gen 2-3 were removed? Address each limitation individually in #2; try to gen 2-3 per item in #2.per item in #2.

• List & # perceived limitations, boundaries, constraints.List & # perceived limitations, boundaries, constraints.

• Technical Conflict/Problem Area:Technical Conflict/Problem Area:


1. Focus/Goal/Objective/Problem:

2. li

mita

tions

2. li

mita

tions

3. O

ppor

tuni

ties

w/o

lim

itatio

n3.

Opp

ortu

nitie

sw

/o li

mita

tion

QuestionGeneration-Recipe: How might we use Opportunity #3 to overcome Limitation #2 and achieve/remove #1?

OR How might we achieve/remove #1 by using #3 without #2?



“Millions saw the apple fall, but Newton was the

one who asked WHY.”

Bernard Baruch


How Questions Help Creative Problem Solving

• Clarifies problems• Engages minds• Increases brain flow• Cultivates curiosity• Improves Listening• Promotes analogous thinking• Enhances quality thinking• Accelerates innovation• Improves idea management


Questions Accelerate the M-Curve and Help Produce Breakthrough Ideas Faster

VALUEVALUE

OldOldIdeasIdeas

NewNewSolutionsSolutions

TIMETIME

????????????????? STIMULANTS ???????????????


What is the Question Banking Methodology?

IDENTIFY Sources of Questions COLLECT Questions ORGANIZE Questions IMPROVE Questions APPLY Questions (Questionate to Ideate)


Questions to Ask When Collecting Questions

What are ALL the questions that people might answer in order to address the goal(s), challenge(s) or problem(s)?

What are all the obstacles or challenges that might relate to the goal(s)?

What are the 3-5 MOST IMPORTANT questions that should be asked to address the goal(s)?


Question Banking TIPS & Checklist Archive Word outline or Excel database Distribute to diverse community for feedback Review & reuse problem statements Search the internet for existing solutions and reframe as questions Review other Question Banks Wordsmith and polish questions

– Use www.thesaurus.com– Increase “open-ended” questions– Eliminate “closed” questions that can be answered “yes” or “no”– Replace “can” and “could/should” with “might” and “may”– Genericise so non-domain experts can engage and invent from different domains– Tease out conflicts, contradictions and tradeoffs

√ Quality Review CHECKLIST Brief and concise Provocative, inviting and inspiring Clear and focused Understandable by variety of people Grammatically correct Functional, action-oriented verbs that describe the desired result or outcome


“Don’t Ever Stop Asking Questions” - Albert Einstein


TeamIdeation =

TeamProblemSolving


Many Techniques to Think Creatively


TRIZ

Teoriya Resheniya Izobretatel’skikh Zadach

The Theory of Inventive Problem Solving

Dan HeckDan Heck

847.570.0449847.420.1744 c847.400.0880 faxhttp://www.bluefuseinc.com


Albert Einstein

"The mere formulation of a problem is far more often essential than its solution, which may be merely a matter of mathematical or experimental skill. To raise new questions, new possibilities, to regard old problems from a new angle requires creative imagination and marks real advances in science."


TRIZ-An amazing set of tools

• Theory of Inventive Problem Solving

• Techniques for creative problem solving validated by over 50 years of research and 19 years of real world application

• Invented by Genrich Altshuller in 1946

• Premise: Creative Problem Solving isn’t

just brainstorming!!!


Objects and Functions Psychological Inertia

Lines of engineering system evolution

Ideal Model

Some Aspects of TRIZ


Problems can be constructed asSubstances and Fields of Interactions

S1 S2

Psychological inertia

Key Insight #1:Strip descriptions of

domain language


Action Words to Reframe Interactions or Functions

Verbs that are best to use (in place of domain-specific verbs):

1. Obtain : evolve, extract, obtain, produce, synthesize

2. eliminate: absorb, break down, decompose, remove, treat

3. Move: agitate, orient, rotate, stir, transmit

4. Retain: apply, deposit, embed, hold, join, retain

5. Protect: preserve, protect

6. Separate: comminute, crush, extract, separate, spray

7. Change substance’s Properties: change, produce

8. Measure properties: change, define, detect, determine, measure, visualize

9. Generate: create, evolve, generate, initiate, produce

10. Absorb

11. Redistribute energy: concentrate, disperse, orient, reflect, transmit

12. Accumulate (energy)

13. Change field’s properties

14. Measure field’s characteristics: detect, measure, visualizeTFM Problem Analysis Step 3


Our mind tends to automatically organize new information with our current knowledge.


“Even though one was correct at each stage, the situation may still have to be restructured to proceed.” Edward de Bono [http://www.edwdebono.com/]

contradictions

Key Insight #2:Be willing to rearrange

what you know

(overcome psychological inertia!)


Technical Contradiction

• A situation when an improvement of one characteristic (parameter) leads to the deterioration of another characteristic (parameter).

How to improve

both A and B

Parameter B

ENGINEERING SYSTEM

Used with permission: Invention Machine Corporation

Parameter A


How do engineering techniques handle contradictions?


What did Altshuller observe?

Inventors Don’t Optimize First…


Inventors start with a different question!

How can I build a SMALL cellphone that’s lightweight, AND with BIGbuttons my elderly parents can

see and select without misdialing?


Clever inventions achieve the desired function without harming or deteriorating other parameters of the product, software, or

service.

Burn bright without burning up! View exactly what the

film will see without obstructing the light

Heavier than air AND weigh nothing.

Guttenberg printing press, oil-based ink - print a page as clear as a custom woodblock print

single lens reflex camera

ELIMINATE COMPROMISE!


400,000 Inventions Studied by Altshuller – The Most Clever Solved Contradictions

Key Insight #3:

If you find yourself trading off features, reframe your desire into, “I want BOTH [feature 1] AND [feature 2].”

Then stay in this creative space!


You Think…• Identify a fix you want to make or an area under your control you want to

improve.

• Write it down: “I want to __________.”

• Now, what is one of the obstacles to doing that?

• Write that down: “If I do what I want, then _______ becomes a problem.

• Rewrite the contradiction with an inventor’s mindset: “How might I have BOTH ______ AND _______?” or “How might I have ______ without ____________?”

• Now, don’t dismiss it…• Park on it…• Ponder it…• Find a solution that “resolves the contradiction.”



“Do inventors use any common approaches to solve contradictions?”

Altshuller was a very curious fellow…


9. Preliminary

Across 400,000 patents, Altshuller

identified 40 approaches repeatedly used by inventors

called the 40 Inventive Principles.

9. Preliminary9. Preliminary



9. Preliminary

8. Anti-Weight

7. ‘Nested Doll’

6. Universality

5. Merging

4. Asymmetry

3. Local Quality

2. Taking Out

1. Segmentation






40. CompositeMaterials


What Motorola tools are the sources of questions?

• Pack of Principles (Triz card deck)• Triz & Strategic Technologies

Question Banks

Questions Based on 40 Triz Principles v1

1. Segmentation (Principle #1)

1. How might it be segmented? 2. How might it be segmented into independent parts? 3. How might it be easy to disassemble? 4. How might we increase the degree of fragmentation or segmentation?

2. Separation (Principle #2)

5. How might the interfering parts or properties be singled out? 6. How might only the necessary part be single out?

3. Local Quality (Principle #3)

7. How might the structure be changed from uniform to non-uniform? 8. How might the external environment or influence be changed from uniform to non uniform? 9. How might each part function in conditions most suitable for its operation? 10. How might each part fulfill different and useful functions?

4. Symmetry Change (Principle #4)

11. How might the shape be changed from symmetrical to asymmetrical? 12. If it is asymmetrical, how might the degree of asymmetry be increased?

5. Merging (Principle #5)

13. How might identical or similar objects be brought closer together or merged? 14. How might identical or similar parts be assembled to perform parallel operations? 15. How might operations be contiguous or parallel? 16. How might operations be brought together in time?

6. Multifunctionality (Principle #6)

17. How might parts or objects perform multiple functions? 18. How might parts or objects eliminate the need for other parts?

7. Nested Doll (Principle #7)

19. How might one object be placed inside another? 20. How might one object be placed inside another, and then inside another? 21. How might one part pass through a cavity into another?

8. Weight Compensation (Principle #8)

22. How might the weight of an object be compensated by merging with other objects to provide lift? 23. How might the weight of an object be compensated by interacting with the environment? 24. How might the weight of an object be compensated by interacting with the aerodynamic forces? 25. How might the weight of an object be compensated by interacting with the hydrodynamic forces?

TRIZ-Q Bank40 Inventive Principles; 99 Questions


Summarize

Recognize the Contradiction


Summarize

40 Inventive Principles



Summarize


Select a few Likely Approaches



Summarize


Select a few Likely Approaches

Brainstorm Ideas Around Each One

1. #

2. #

3. #

4. #

1. #

2. #

3. #

4. #

1. #

2. #

3. #

4. #

1. #

2. #

3. #


Question


Do different engineering disciplines use the same Inventive Principles to solve

analogous contradictions?

Lines of Evolution

Simplified TRiZ: New Problem-SolvingApplications for Engineers & ManufacturingProfessionalsby Kalevi Rantanen, Ellen Domb

www.triz-journal.com


2

3

I, main parameter

T, Eng Sys Life Span

1

S-curve of Evolution

Function Value = -------------- Cost


Key Insight #4:

Technology matures along repeated curves.

Look for solutions already implemented in any area you think might have trade-offs similar to yours.


Ideality-in the physical world…applies to software

An Ideal System occupies no space, has no weight, requires no service or maintenance, but still performs the Main Function with all the benefits and no harmful interactions.

What is the ideal software program?

What is ideal data?

no memory?

functions require

no cycle time?


Key Insight #5:

Clearly define the IDEAL outcome

… if anything were possible, what are all the parameters & characteristics that describe the ideal solution?


Think CreaTRIZivelyTM!

#1 Strip descriptions of domain language #2 Be willing to rearrange what you know #3 Describe contradictions and park on them!

#4 Is this problem or trade-off solved in other

disciplines? #5 What would this ideally look like?


“Don’t worry about other people stealing your ideas. If your ideas are any good, you’ll have to ram them down people’s

throats.”

– Howard Aiken, IBM Engineer


2.0 DO = CREATE

• Schedule venue & gather materials

Laptop w/ projection system Round table(s) Easel boards w/ large Post-it3M sheets to hang on walls Small lined Post-its3M – CAPTURE PROBLEMS TOO! Provocation Templates, Idea Booklets, Idea Exchange Template Pens & Pencils & Colored Markers

Toys & puzzles & Silly PuttyTM or Play-DohTM

Chocolate & cinnamon & popcorn– Chocolate may boost brain power: http://health.yahoo.com/news/162487– Painting with Chocolate: http://painting.about.com/cs/inspiration/a/chocolatepaint.htm

DO


Session Name: Gemini Innovation Workshop

What problem are you trying to solve?(If working from a list of questions, record the question number.)

What is your idea/solution?

How might your idea/solution be implemented? (A sketch, flowchart, or list of features will help to explain this.)

Innovator(s) CoreID(s): Today’s Date:

4/27/2007

Potential Business Value:

High, Medium, Low, Unknown

What is a “working title” or keywords for your innovation?

Motorola Confidential when Completed

Suggested Lead:






4/27/2007





Suggested Lead:

Idea Sheet

Idea Recorder


CONFLICT: 1. Time or Speed of Need vs. Quality/accuracy/robustness of data

QUESTION: How might we design a solution with both high-speed data delivery and accurate, high-quality data (enduring)?

Solutions:

Evaluate: How might this solution apply to each of 3 business model frameworks?We sell a platform (HW+SW) solution?We provide customized/tailored applications & services (analysis package) to enterprise customer?We collect the data & make $ by brokering data to other parties, or sell analysis results derived from the data?

What new tradeoffs, conflicts, and constraints have you identified as you applied or modified your solution within the context of the business models?



Idea ExchangeChallenge: _____________________________________

Gerald Haman: http://www.solutionpeople.com/people.htm

1. One idea per light bulb

2. Generate high volume and wide variety

3. Build upon ideas passed to you

4. No evaluation yet!

InventorInitials

Directions:


Patents & Intellectual Property Rights

Innovate Like Edison: The Success System of America’s Greatest Inventor by Michael Gelb, Sarah Miller Caldicott

“Next came the patent laws. These began in England in 1624, and in this country with the adoption of our Constitution. Before then, any man might instantly use what another man had invented, so that the inventor had no special advantage from his invention. The patent system changed this; it secured to the inventor for a limited time the exclusive use of his invention, and thereby added the fuel of interest to the fire of genius in discovery and production of new and useful things."

- Abraham Lincoln


What is so great about patents?

• Novel solution to problem

• Teach others to advance science

"The patent system is nothing more than a way to encourage people toinnovate... to take risks... to make the world a better place.”

-- Dean Kamen, Spotlight On: The U.S. Patent System

• Prevent others from using, copying or selling your solution (invention)


Why you and your employer might need patents

• Intellectual Property Rights include: Patents, Copyrights, Trademarks, Service Marks, Trade Secrets, Domain Names

• Considerations Costs – 1 patent filing (US) ~ $15,000;

• 3 additional maintenance payments to keep for ~20 yrs.

What is your market differentiator, core competencies or “crown jewels?” What (novel aspects of your work) do you want or need to exclude others from

replicating? Who is in a position to easily practice your art or copy your idea? Who are your competitors? Do they already have patents, trademarks, copyrights? Freedom of Action

• In what countries do you plan to ship product or provide services?


The power of patents - continued

• Cost Avoidance / Loss of Market Share√ RIM paid NTP $612M in litigation settlement√ RIM had to stop selling Blackberry’s in US for period of time until settled

• Detectability & Enforceability√ Will you be able to identify whether someone is copying (“infringing”) your

product or service?√ If not, better to pursue trade secrets, copyrights, etc.

BOTTOM LINE: NEED TO USE CREATIVE PROBLEM SOLVING SKILLS EVERY BUSINESS DAY!


CHECK:Evaluate


Directed Innovation: 3.0 CHECK Phase

(evaluate)


(evaluate)

3.1 Ideation Post-Process Evaluation• For each concept or idea generated, assign a VALUE score

Which Problem was it intended to solve?

How well does the concept “solve” the original Problem?

Is the solution novel vs. patent & internet search?

Engage additional Subject Matter Experts to assess, evaluate, broaden initial high-value concepts – Inventor Mentors!

• Identify unsolved problems for further ideation

CHECK


• 3.2 Patent Committee evaluation of disclosure portfolio

• 3.3 Analyze ideation results and pursual rate of disclosures generated

• 3.4 Stay abreast of industry/domain trends

• 3.5 Keep current with Business-IP Strategy alignment and changes

• 3.6 Review Acquisitions’ impact on strength of IP portfolio


(evaluate)


(evaluate)

CHECK


• 4.1 Stay vigilant and track trends:– Google industry-specific news = business or technology press releases

http://www.googlescholar.com

– Monitor relevant blogs, RSS feeds, email alerts, twitter

– Review internal and external competitive intelligence and trends reports

– Analyze portfolio pipeline (disclosures, filings, issuances):

Innovation, Delphion, Derwent (Thomson Reuters)

– Read patents USPTO, EPO, JPO, wipo.org = patent trend analysishttp://www.google.com/patents or www.freepatentsonline.com

4.0 ACT4.0 ACTACT


4.2 Redirect non-patentable ideas to other suggestion systems or to business strategy teams

4.3 Provide inputs to business strategy on attractive IP Acquisitions

4.4 Determine other (cross-functional) teams to engage in follow-up ideation sessions

4.5 Identify new/emerging problems (trends) for solution invention OR assignees w/ existing solutions to partner with

4.6/1.0 “Plan” for follow-up inventing sessions (continuous process improvement)

Directed Innovation: 4.0 ACT Phase

Directed Innovation: 4.0 ACT Phase

ACT


Post mortem – DI lessons learned

1. Two Day agenda- infuse with networking and fun!

2. INVENTOR MENTORS

3. Follow-through! Post the problem statements; share and reuse QUESTION BANKS

Engage employees as creative problem solvers worldwide

Involve more critical thinkers sooner in the Planning/problem storming

PLAN new sessions on low yield problem areas

4. Continue to evolve and publicize Question Banks to feed ideation pipeline


Recommended Books for Skills Building• Innovate Like Edison: The Success System of • America’s Greatest Inventor • by Michael Gelb, Sarah Miller Caldicott

Think Better: An Innovator's Guide to Productive Thinking by Tim Hurson

Simplified TRiZ: New Problem-SolvingApplications for Engineers & ManufacturingProfessionalsby Kalevi Rantanen, Ellen Domb, www.triz-journal.com

Making Questions Work: A Guide to What and How to Ask for Facilitators, Consultants, Managers, Coaches, and Educators by Dorothy Strachan


Good News!"The truly great advances of this generation will be made by those who can make

outrageous connections, and only a mind which knows how to play can do that."

- Nagle Jackson, Playwright Science of Playhttp://abcnews.go.com/Video/playerIndex?id=7001867 National Institute for Playhttp://www.nifplay.org/ Play: Introductory Videohttp://www.nifplay.org/index2.html


Exercise

At this point Maria will walk participants through an exercise in converting the Original Issue Statement they created with Jeff into several

Thought-provokingOpen-endedCreative problem solving

Questions• Focused on The Conflict Zone (tradeoffs)


1. Focus/Goal/Objective/Problem:

2. li

mita

tions

2. li

mita

tions

3. O

ppor

tuni

ties

w/o

lim

itatio

n3.

Opp

ortu

nitie

sw

/o li

mita

tion

QuestionGeneration-Recipe: How might we use Opportunity #3 to overcome Limitation #2 and achieve/remove #1?

OR How might we achieve/remove #1 by using #3 without #2?


Handouts - sources of questions• Pack of Principles (Triz card deck)• -Handouts TRIZ-Q Bank


99 Questions - Handout

99 Questions based on 40 TRIZ Principles - v1

1. Segmentation (Principle #1)

1. How might it be segmented? 2. How might it be segmented into independent parts? 3. How might it be easy to disassemble? 4. How might we increase the degree of fragmentation or segmentation?

2. Separation (Principle #2)

5. How might the interfering parts or properties be singled out? 6. How might only the necessary part be single out?

3. Local Quality (Principle #3)

7. How might the structure be changed from uniform to non-uniform? 8. How might the external environment or influence be changed from uniform to non uniform? 9. How might each part function in conditions most suitable for its operation? 10. How might each part fulfill different and useful functions?

4. Symmetry Change (Principle #4)

11. How might the shape be changed from symmetrical to asymmetrical? 12. If it is asymmetrical, how might the degree of asymmetry be increased?

5. Merging (Principle #5)

13. How might identical or similar objects be brought closer together or merged? 14. How might identical or similar parts be assembled to perform parallel operations? 15. How might operations be contiguous or parallel? 16. How might operations be brought together in time?

6. Multifunctionality (Principle #6)

17. How might parts or objects perform multiple functions? 18. How might parts or objects eliminate the need for other parts?

7. Nested Doll (Principle #7)

19. How might one object be placed inside another? 20. How might one object be placed inside another, and then inside another? 21. How might one part pass through a cavity into another?

8. Weight Compensation (Principle #8)

22. How might the weight of an object be compensated by merging with other objects to provide lift? 23. How might the weight of an object be compensated by interacting with the environment? 24. How might the weight of an object be compensated by interacting with the aerodynamic forces? 25. How might the weight of an object be compensated by interacting with the hydrodynamic forces?


Question Banking TIPS & Checklist Archive Word outline or Excel database Distribute to diverse community for feedback Review & reuse problem statements Search the internet for existing solutions and reframe as questions Review other Question Banks Wordsmith and polish questions

– Use www.thesaurus.com– Increase “open-ended” questions– Eliminate “closed” questions that can be answered “yes” or “no”– Replace “can” and “could/should” with “might” and “may”– Genericise so non-domain experts can engage and invent from different domains– Tease out conflicts, contradictions and tradeoffs

√ Quality Review CHECKLIST Brief and concise Provocative, inviting and inspiring Clear and focused Understandable by variety of people Grammatically correct Functional, action-oriented verbs that describe the desired result or outcome

Motorola Public, Process Excellence Week, Rev 1.2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009

Summary – What have we learned?

• Six Sigma and DI share a common ancestry• Six Sigma began as an approach to reduce defects

(DMAIC)• It has evolved to include

– Efficiency and Effectiveness (Lean)– New Processes and Products (DMADV and SSPD)– Human Aspect (Change Management)

• DI began as an Ad hoc set of tools and methods• It has evolved into a facilitated, structured, team

approach for creating and capturing IP value.


Summary – What’s Next?• Integrate DSS and DI

• Define – Measure – Analyze– Use Provocation/Problem Storming, Question Banking and

Ideation to Improve the Quality of the Problem Description

• Improve– Use Provocation/Problem Storming, Question Banking,

Ideation and Concept Evaluation to Generate Higher Value Potential Solutions

• Control– Use Disclosure/Claims Drafting to Capture Solution value


M

A

D?I

C

Stakeholders VOC VOB VOP

P

D

E

S

Prioritization

Projects

Decide

Quick Wins

A Phase Gate Process

Ch

ang

e Man

agem

ent P

roje

ct M

anag

emen

t

Improved Problem Definition

3


DSS Flow Chart – Directed Innovation overlay

Business Case



Process Measurement

Process Mapping

SolutionsDeveloped


Digitize &Draw Down

BHAG

ParadigmAnalysis

Ideal Design Verify

DMAIC

LEAN

DMADV


Risk Assessment

Issue Statement

Team Charter

Solutions Selected

DOETesting

Improve Control

Root

Cause

no

QualityEffic

iency

yes

Customer Needs& Requirements



no

yes

Customer

Business

ProcessPerformance

Achieved

no


5

Change Management

IP LandscapeAnalysis

Provocation Focus & SMEs

BudgetSponsor

SMEInterviews

Provocation/Probl. Storming

TRiZ/ FunctionAnalysis

Ideation

ConceptEvaluation

Valu

eA

nalysis

ConflictZone TRiZ-

Tradeoffs

QuestionBanking

TRiZ – Ideality

Provocation

ConceptEvaluation

PatCommReview

Customer Needs& Requirements


Ideal Design


Exercise: Ideation Time!


Handouts – Idea Sheets

Prioritize top ideation questions generated

Partner up/ 2-3 per team

Use idea sheets to generate creative solutions to each

question we have generated







4/27/2007





Suggested Lead:






4/27/2007





Suggested Lead:

Idea Sheet

Idea RecorderHandouts


Jeff Summers is a results oriented executive with 25 years of diverse experience across multiple functions and industries. Certified Master Black Belt with experience in Continuous Improvement, Lean and Designing for Six Sigma approaches. A certified instructor for numerous Six Sigma, Change Management and Quality Leadership courses. He has extensive experience with Plant start-ups and major process re-design projects. He has highly developed interpersonal, coaching, mentoring and presentation skills.

Jeff is currently the Director of Quality and Digital Six Sigma Learning for Motorola University. In this capacity he is responsible for both the Internal program for Motorolans and the External program for our Customers, Suppliers, and the public.

For more information about Six Sigma and Innovation courses offered through Motorola University, please visit our website at : http://www.motorola.com/motorolauniversity.jsp

http://www.linkedin.com/in/jeffreycsummers


Maria B. Thompson is Director of Intellectual Asset Management Process and Tools in Motorola's Law Department.

She manages a team of Intellectual Property Rights (IPR) Process and Information Technology specialists, benchmarking industry best practices, ensuring stability of IPR management tools, applying Digital Six Sigma principles, & continuously enhancing systems and tools to automate business processes used by legal professionals and their clients in large in-house law departments.

She facilitates Directed Innovation sessions, generating technology and product-focused solutions to problems and ensuring generation of High-Quality IPR.

Over the past 27 years, her job roles have included:

•Telecommunications switching/networking systems software design & development;

•Software engineering systems and tools Applied Research;

•Process Design, re-engineering & improvement;

•Benchmarking best practices;

•Operations Management, Software Quality Assurance management, and culture change applying the SEI's Software Capability Maturity Model to software organizations;

•Patent portfolio analysis, patent disclosure review & prior art searching

•Invention Leadership Program management – proliferating use of creativity methods & tools

www.linkedin.com/in/mariabthompson

digital six sigma integration with directed innovation for generation of high-quality solutions

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