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Seeking TRIZ for Services,[object Object],Beyond SCAMPERING to a new idea,[object Object],Susan Abbott,[object Object],Mindcamp 2009,[object Object]
SCAMPERing …,[object Object],works well for general idea generation,[object Object],Substitute,[object Object],Combine,[object Object],Adapt,[object Object],Rearrange or reverse,[object Object],Magnify,[object Object],Eliminate or minify,[object Object],Put to other uses,[object Object]
TRIZ = Theory of Inventive Problem Solving,[object Object],A systematic method for finding inventive solutions to problems.,[object Object],GenrichAltshuller,[object Object]
At the core of the system:,[object Object],40 Inventive Principles …,[object Object],generic strategies for inventive problem-solving,[object Object],#1 Segmentation,[object Object],A. Divide into parts ,[object Object],B. Make object easy to assemble or disassemble,[object Object],C. Increase the degree of fragmentation,[object Object]
39 Features or Parameters …,[object Object],things you would like to modify,[object Object]
Actively seek to define contradictions in features,[object Object],Example: StrongerWeight,[object Object],Principle #40,[object Object],Change from uniform to composite materials,[object Object]
“Essence of TRIZ in 50 words”,[object Object],“Recognition that technical systems evolvetowards the increase of idealityby overcoming contradictionsmostly with minimal introduction of resources.,[object Object],Thus, for creative problem solving,TRIZ provides a dialectic way of thinking,i.e., to understand the problem as a system,to image the ideal solution first, andto solve contradictions.”,[object Object],Toru Nakagawa, TRIZ Journal, 2001,[object Object]
Some TRIZ advocates claim the 40 inventive principles cover all business innovations …,[object Object],Principle #4 – Asymmetry,[object Object],Examples:,[object Object],[object Object]
Shift away from calendar-influenced sales biasin greeting card industryDarrell Mann + Ellen Domb, TRIZ Journal, 1999 ,[object Object]
Emotions,[object Object],Service processes,[object Object],People,[object Object],Product / service,[object Object],Customer experience,[object Object],Perceived value,[object Object],Customer environments,[object Object]
Forget purity …,[object Object],… focus on success,[object Object]
Let’s keep the baby…,[object Object]
Keep principles that add value …,[object Object],Ignore the ones that feel awkward …,[object Object]
Expand the parameters and features …,[object Object],Keep some standard operators…,[object Object],Look for new generic strategies (aka inventive principles)…,[object Object]
Take one from Column A, and one from Column B …,[object Object]
Generic Strategy #1:,[object Object],Change the sequence of events,[object Object],Traditional Food Service,[object Object],Fast Food,[object Object],Williams,[object Object], Welcome,[object Object],Sit,[object Object], Order,[object Object], Receive drinks / food,[object Object],Eat,[object Object],Pay bill,[object Object], Welcome,[object Object], Order,[object Object], Pay,[object Object], Receive drinks / food,[object Object],Sit,[object Object],Eat,[object Object], Welcome,[object Object],Order,[object Object],Pay,[object Object],Sit,[object Object],Receive drinks / food,[object Object], Eat,[object Object]
Generic Strategy #2:,[object Object],Shift work to / from the customer,[object Object],Traditional Food Service,[object Object],Fast Food,[object Object],Williams,[object Object],Staff does it all,[object Object],Provides menus,[object Object],Prepares,[object Object],Plates,[object Object],Carries,[object Object],Serves,[object Object],Menu is poster,[object Object],Customer carries food,[object Object],Customer puts drinks in cup,[object Object],Customers bus tables,[object Object],Middle solution,[object Object],Menu is poster,[object Object],Customer carries drinks,[object Object],Staff delivers some items,[object Object]
Generic Strategy #3:,[object Object],       Increase/decrease customization/advice,[object Object],Traditional Food Service,[object Object],Fast Food,[object Object],Williams,[object Object],Expert staff ,[object Object],Advice on food and wine,[object Object],Customized ingredients + presentation is possible,[object Object],“Specials”,[object Object],Fixed options,[object Object],Low skill level,[object Object],Template interactions: “fries with that?”,[object Object],“hold the pickle” punished by long wait,[object Object],Moderate skill level,[object Object],Some customization for fresh-made items,[object Object]
Like classical TRIZ, we still want to …,[object Object],  identify the resources available in the system,[object Object],   describe design criteria(ideal states in TRIZ),[object Object],   and surface contradictions …,[object Object]
We need to keep innovating our innovation,[object Object]

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Seeking Triz For Services

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Notas del editor

  1. I’m sure you are all familiar with this handy tool.Sometimes a more structured approach might be desirable, to ensure that a more exhaustive exploration has occurred.
  2. TRIZ was created / discovered by GenrichAltshuller in USSR in 1946He started by analyzing in detail about 40,000 patents representing real inventiveness to extract the principle that was used.Today, more than 2 million patents have been examined for principles 40 principles discovered Contradiction matrix helps you decide which principles to look at to seek new solutions to your problem
  3. Here’s an example of one of the inventive principles.You can see some real similarities to SCAMPER … Scamper has 7 inventive principles.TRIZ is just much more detailed.
  4. TRIZ seeks to identify contradictions, where one desirable thing creates another undesirable thing.Here’s an example:By using composite materials, a golf club can be made both stronger and lighter.
  5. I want to draw your attention to two things:First – TRIZ concerns technical systemsSecond – the evolution toward ideality Here’s the problem for most of us.We are not dealing with technical systems and materialsAnd there is not likely a single ideal, there are differentiated market positions.
  6. Creative people seem to be able to apply the principles to management problems with some success. However, I think they are reverse engineering. They are seeing examples of innovation and trying to jam them into the TRIZ principles.Their actual method used by Mann and Domb was to review business texts and see if they could find a match. This isn’t the same, in my view, as actually using the principle to get to the innovation.I think it’s awkward. It doesn’t fit. And we aren’t even talking about hydraulics.
  7. In my work, I’m usually thinking about things that have a high degree of intangibility…Like processes and how they affect perceived value.I wanted TRIZ to work for me, but I got stuck.
  8. Then I started to think about being less than pure with it.
  9. So I started to go through the principles and decide which ones seem to help with the kinds of creative problems I and my clients face.And I just dropped the ones that don’t seem that helpful.
  10. I’ve started gathering parameters that make sense in my kind of problem.I’ve started seeking out generic operators that seem to make sense.You might have different lists. This list is not complete. It could include very specific types of psychological value, such as status. Or sensory elements like flavour or scent.
  11. These three examples show a number of innovative principles at work.Perhaps you could have got to this from the existing TRIZ principles, but I think just thinking about sequence would help you to get there faster.The contradiction that Williams has solved is how to deliver a higher quality of food in more of a dining room environment, but still keep it fast, and still keep it inexpensive. And re-sequencing the order of things was one of the ways they got there
  12. This is also an example of self-serve strategy which is a TRIZ principle, but I think this is a more robust principle that has broader applicability to services. Online banking is an example of self-serve, but it hasn’t shifted that much work to the customer. It has given the customer greater access, and automated the work.We can see other examples where people have to fill out their own forms, for example.
  13. In any service industry where there are differentiated positions, this is often one of the elements that is really different.Example – the difference in advice from discount brokerage to financial planner. One of the interesting things to me about advice is that sometimes the value of advice is to increase your choices, and sometimes it is to limit your choices.You could say this is another principle – such as changing quality. Or changing complexity of ingredients. That’s all true as well.
  14. Like … how to have things happen quickly but not feel rushed
  15. I don’t really have a finished model. This is just something I’m working on that I thought would be of interest. And if you have ideas, I’m interested in hearing them.