1. Dr. Iain Sanders – Sustainable Innovative Solutions Ltd
Some of the material contained in this presentation is copyright © to: Sustainable Innovative Solutions Ltd.
How to Deliver Competitive Exports
When $NZ1 = $US1
(derived from a NZTE Product Development Workshop)
Slide 1

2. • Idea Generation & Concept Refinement
• Idea Management & Evaluation
• Project & Product Lifecycle Management
• Document & Process Management
• Portfolio Management & Business Development
S.I.S. Focus
Implementing Better Product Innovation, Development &
Project Management Solutions, Processes and Systems
Slide 2

3. Strategic Alignment of Business Priorities with Opportunities
1. Where are we going?
(External Perspective: Market Scenarios)
2. What can we use?
(Relevant Context: Customer Needs)
3. How do we use it?
(Formulate Strategy: Identify & Evaluate Opportunities)
Slide 3

4. How do we compete more effectively?
Maintain
current
strategy
Diversify and
deepen existing
relationships
Expand into
new markets
or applications
Diversify and
expand into
new markets
Existing Value New Value
New
Context
Existing
Context
What is our key
value proposition?
Slide 4

5. Product-Market Matrix:
Market
Penetration
Market
Development
Product
Development
Diversification
Current MarketCurrent Market New MarketNew Market
NewNew
ProductProduct
CurrentCurrent
ProductProduct
De facto strategy:
change nothing and
sell more of the same
to existing customers
and extend customer
base
Well-developed
products introduced
into new markets to
extend value: ideal
when little
modification required
& room for growth in
original market is
restricted
This strategy chosen
in conjunction with
one or more of the
others or when a crisis
has been recognized
Make new product
offers more effectively
and inexpensively to
existing customers
rather than to new
ones
Slide 5

6. Doing the Right Product Development Project the Right Way
Sales
targets
not met
Good
business
practice
Going
bankrupt
fast
Project
costs
overrun
Doing the Wrong
Projects
Doing the Right
Projects
Doing
projects
badly
Doing
projects
right
Slide 6

7. How the Problems Feed Each Other – A Downward Spiral
A LACK OF
RESOURCES
FOR NEW
PRODUCTS
A LACK OF
FOCUS
NO NEW
PRODUCT
PROCESS
TOO MANY
SMALL, LOW
IMPACT
PROJECTS
POOR PROJECT
PRIORITIZATION
& FAILURE TO
KILL PROJECTS
TOO MANY
PROJECTS FOR
THE LIMITED
RESOURCES
AVAILABLE
POOR DATA
ON PROJECTS
POOR JOB
DONE ON
PROJECTS
weak market
studies, poor
launch,
inadequate
testing
NO ROADMAP
FOR PROJECTS
LOW
IMPACT
ON
SALES,
PROFITS
LOW
IMPACT
ON
SALES,
PROFITS
POOR
CYCLE
TIMES
POOR
CYCLE
TIMES
HIGH
FAILURE
RATES
HIGH
FAILURE
RATES
Slide 7

8. PD-Trak Stage-Gate and
Portfolio Management
Design for
Innovation
What is Phase-Gate Product Development & Portfolio Mgt.?
A complete solution for managing your product development initiatives
New Product Development (NPD) Process
Portfolio Management (Which projects)
Pipeline Management (Resource assignment)
Product Development Strategy (Business Plan)
DFM/AQFD Target costing FMEA
Phase-Gate Process (go/kill, guidance)
Development
Phase
Feasibility
Phase
Launch
Phase
Investigation
Phase
Manufacturing/
Deployment
Phase
Pilot/Test
Phase
Ideation
Phase
F RMLPDI
Management
Process
Product
Development
Process
Slide 8
Generating
&
Evaluating
Better Ideas
Developing
Ideas More
Effectively

9. New Product Development Process
A well-defined NPD process will:
• Reduce the learning curve for each new product team
• Define clear goals and expectations of work to be performed
• Require “homework” to understand customer needs
• Result in well-defined product specifications & scope
• Require thorough planning of all project activities
• Ensure appropriate involvement of needed disciplines at right times
• Provide a basis for planning needed resources
Development
Stage
Feasibility
Stage
Launch
Stage
Investigation
Stage
Manufacturing/
Deployment
Stage
Pilot/Test
StageDF P L M R
Slide 9

10. Tools Configured To Your Phase-Gate Process
Project
Brief/
Proposal
Budget &
Schedule
Financial
Justification
QFD Product
Planning
Matrix
Project
Brief
Project
Plan
Product
Definition
Test Plan
& Results
Test
Plan
Marketing
Launch
Plan
Customer
Support
Plan
Ideas
List
Metrics
Tracking
Voice of
the
Customer
Plan
Market
Defn &
Forecast
Task Plans: Standard Project Tasks By Phase
Lessons
Learned
Slide 10

11. Phase-Gate Process
NPD Process defined at three levels:
1. Phases & gates
2. Tasks & deliverables
3. Document templates
Slide 11

12. Managing Risk With A Phase-Gate Process
The fundamental objectives of an effective Phase-Gate
Process are to reduce project risk as rapidly as possible:
 With the minimum possible expense
 With the lowest possible administrative effort
Slide 12

13. “New Product” Process – Phase Descriptions
Development
Phase
Feasibility
Phase
Manufacturing
Phase
Pilot/Launch
Phase
Investigation
Phase
Ideation
Phase
F
D
P
M
R
S
I
Ideation Phase
•Solve problems, realize opportunities, identify needs etc. and conduct
problem / opportunity assessment audit.
•Map relevant harmful and useful functions and generate options to explore
and evaluate.
Investigation Phase
•Develop the idea by gathering readily available data; preliminary
identification of target market, application and product concept.
•Determine plan for feasibility phase focusing on voice of the customer and
competitive data collection, concept identification, assessment and
selection and data needed to develop a comprehensive business case.
Feasibility Phase
•Complete customer needs and competitive assessment; develop product
requirements and identify the target cost; assess several alternative
concepts and select the one that best satisfies the project targets;
demonstrate the feasibility of the selected technical approach, assess
manufacturing process implications and finalize the business case.
Slide 13

14. “New Product” Process – Phase Descriptions
Development
Phase
Feasibility
Phase
Manufacturing
Phase
Pilot/Launch
Phase
Investigation
Phase
Ideation
Phase
F
D
P
M
R
S
I
Development Phase
•Complete the design of the product, demonstrate specification
conformance by building and evaluating a number of prototype units,
design the manufacturing processes, create and release a full
manufacturing documentation package.
Pilot/Launch Phase
•Prove out the manufacturing processes and documentation.
•Introduce the product to the market, train the sales and technical support
teams, prepare for first shipments.
Manufacturing Phase
•Ramp up production.
•Demonstrate the ability to manufacture the product at the projected
volume and cost.
Slide 14

15. “New Product” Process – Gate Descriptions
I Gate – Product managers screen ideas/opportunities and select
potential projects for initial investigation
F Gate – Based on preliminary investigation, management reviews
product proposal and commits to funding Feasibility Phase
D Gate – Management reviews comprehensive product definition,
product plan and business case and decides whether to commit
funds to development (most critical gate)
P Gate – Management reviews development and verifies that the
product is ready for pilot and launch
M Gate – Management reviews product is ready for production
ramp up
R Gate – Reviews conducted to determine results relative to project
objectives and collect lessons learned
Development
Phase
Feasibility
Phase
Investigation
Phase
Manufacturing
Phase
Pilot/Launch
Phase
F
D
P
M
R
I
Slide 15

16. PD-Trak™: A Project and Portfolio Management System
• Project team tools
– Extensive phase-gate process knowledge content
– Guides teams to embrace best practices with an
emphasis on risk management, customer focus and
innovation
– Standard methods and tools for project budgeting,
planning, justification and tracking
– Emphasizes and facilitates cross functional involvement
– A common repository for project data and documents
– Streamlined documentation using standardized templates
• Management team tools
– Portfolio management
– Captures information needed to support effective gate
decision making
– Resource planning & management
Slide 16

17. 3 Decisions to Pass a Stage-Gate Review
Slide 17

18. Gate Review Meeting – a Two-Step Process
• The gatekeepers/approvers may cover both decisions in the gate
review meeting or may make the second step decision subsequent to
the gate review meeting.
• In the case of the latter, the decision should be made within one
business day to avoid potential waste.
Slide 18

19. Portfolio Management
Technology
Development
New
Products
Enhancements
& Line Exten. TOTAL
Business Unit A 7% 24% 4% 35%
Business Unit B 2% 16% 7% 25%
Business Unit C 0% 6% 11% 17%
Business Unit D 2% 14% 6% 22%
TOTAL 11% 60% 28% 99%
Annual/
5 Year
Business
Plan
Strategic Allocation
Corporate or BU Level
Corporate or BU
Portfolio Mgt. Review to
Ensure Balance
Review to Consider
Roadmap Relationships
(Technology & Platforms)
R&D Budget
R&D Headcount
Scorecard Method
Development Productivity Index
Portfolio Bubble Chart
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
1.1
1.2
0 10 20 30 40 50 60 70 80
NPV
Probabilityofsuccess
Gemini
Aquarius
Aries
Capricorn
Taurus
Virgo
Leo
Done
outside of
PD-Trak
Slide 19

20. What Happens When You Lack
Effective Portfolio Management
A reluctance to kill projects
Many projects added to list
A total lack of focus
A reluctance to kill projects
Many projects added to list
A total lack of focus
Too many projects - resources
thinly spread. Projects in a queue.
Quality of execution suffers.
Too many projects - resources
thinly spread. Projects in a queue.
Quality of execution suffers.
Increased time to market
Higher failure rates
Increased time to market
Higher failure rates
Weak decision points
Poor Go / Kill decisions
Weak decision points
Poor Go / Kill decisions
Too many low value projects:
-Tweaks and modifications
-Good projects are starved
Too many low value projects:
-Tweaks and modifications
-Good projects are starved
Too few stellar product winners
Many ho hum launches
Too few stellar product winners
Many ho hum launches
No rigorous selection criteria
Projects selected on emotion,
politics
No rigorous selection criteria
Projects selected on emotion,
politics
Wrong projects are selected
Wrong projects are selected
Many failures
Many failures
No Strategic criteria for
project selection
No Strategic criteria for
project selection
Projects lack strategic direction
Projects not strategically aligned
Projects lack strategic direction
Projects not strategically aligned
Scatter gun effort
Does not support strategy
Scatter gun effort
Does not support strategy
No Portfolio
Management Means…
Immediate Result End Result: Poor New
Product Performance
Slide 20

21. Portfolio Management – Balance / Mix
• Portfolio bubble chart provides a way to graph projects on two axes
to assess balance and mix of projects
• A common bubble chart is risk-reward (high risk-reward vs. low risk-
reward)
Slide 21

22. Innovation by Design
Typology of Technological Innovations at the Enterprise Level
Low
HighLow
High
Degree
of
Management
Degree of Leadership and
Contribution to Competitiveness
Unplanned
Improvements
Continuous
Incremental
Innovation
Radical Innovation
Strategic
Accelerated
Systematic
Innovation
Design for Innovation
Design for Innovation
Slide 22

23. Ideation Phase
Development
Phase
Feasibility
Phase
Manufacturing
Phase
Pilot/Launch
Phase
Investigation
Phase
Ideation
Phase
F
D
P
M
R
S
I IDENTIFY NEEDIDENTIFY NEED
IDENTIFY NEEDIDENTIFY NEED
PROBLEMPROBLEM
TO SOLVETO SOLVE
PROBLEMPROBLEM
TO SOLVETO SOLVE
OPPORTUNITYOPPORTUNITY
TO REALIZETO REALIZE
OPPORTUNITYOPPORTUNITY
TO REALIZETO REALIZE
MAP RELEVANT HARMFUL/MAP RELEVANT HARMFUL/
USEFUL FUNCTIONSUSEFUL FUNCTIONS
ANDAND
GENERATE OPTIONS TOGENERATE OPTIONS TO
EXPLORE AND EVALUATEEXPLORE AND EVALUATE
MAP RELEVANT HARMFUL/MAP RELEVANT HARMFUL/
USEFUL FUNCTIONSUSEFUL FUNCTIONS
ANDAND
GENERATE OPTIONS TOGENERATE OPTIONS TO
EXPLORE AND EVALUATEEXPLORE AND EVALUATE
PROBLEM /PROBLEM /
OPPORTUNITYOPPORTUNITY
ASSESSMENT AUDITASSESSMENT AUDIT
PROBLEM /PROBLEM /
OPPORTUNITYOPPORTUNITY
ASSESSMENT AUDITASSESSMENT AUDIT
DISTINGUISH RELEVANTDISTINGUISH RELEVANT
OPTIONS AND PRIORITIZE TOOPTIONS AND PRIORITIZE TO
DEVELOP SOLUTIONSDEVELOP SOLUTIONS
DISTINGUISH RELEVANTDISTINGUISH RELEVANT
OPTIONS AND PRIORITIZE TOOPTIONS AND PRIORITIZE TO
DEVELOP SOLUTIONSDEVELOP SOLUTIONS
Slide 23

24. Why the Ideation Process is Necessary:
Enhancing Decision Making Process via Accelerating Idea Generation Process
Starting
Point
Practical
Deadline
An EXHAUSTIVE
Set of Options
Forced
Decision Point
Number of
Options Required
to Make a
Reasonable
Decision
Possible
Options
Time
Gradual Accumulation of Practical Knowledge
Confident
Decision PointRapid
Development
of Practical
Knowledge
Slide 24

25. Introducing a New DfX: Design for Innovation (DfI) – Supporting
the Ideation, Investigation, Feasibility & Development Phases
DfI combines three distinct scientific and engineering
disciplines:
– Axiomatic Design
– Systems Engineering
– Inventive Problem Solving (TRIZ)
WHAT? HOW? HOW WELL? VERIFY
AXIOMATIC
DESIGN
SYSTEMS
ENGINEERING
INVENTIVE PROBLEM
SOLVING (TRIZ)
Slide 25

26. Key Benefits of Design for Innovation
1. DFI provides integrity of design over the entire product development
lifecycle.
2. DFI provides alignment of strategic objectives with tasks executed,
and outcomes achieved.
3. DFI coordinates, prioritizes and integrates the “directions of
innovation” pursued with the value creation sought (through their
implementation).
4. DFI facilitates systematic innovation throughout the business,
product and process lifecycle with “requirements traceability” to
track and manage value creation.
Slide 26

27. Design for Innovation Process
Axiomatic DesignAxiomatic Design
- Customer Needs
- Functional Requirements
- Design Parameters
- Process Variables - Constraints
DfIDfI
TRIZTRIZ
DesignDesign
Appropriate
Technologies
Appropriate
Systems
- Available Resources
- Scientific Effects
- Substance-Field Analysis
- System Operators
- ISQ - Ideal Vision
- Problem Formulation
- Innovation Algorithm
- Resolve Contradictions
- Evolution Patterns
SystemsSystems
EngineeringEngineering
- Systems Design
Hierarchy: Systems, Sub-
systems, Components, Sub-
components, Parts
DfI
Integrated Design for InnovationIntegrated Design for Innovation
Appropriate
Solutions
- System Lifecycle Stages:
Needs Analysis, Concept
Exploration, Concept Def.
Adv. Dev., Eng. Design,
Integration & Eval.
Axiomatic DesignAxiomatic Design
- Customer Needs
- Functional Requirements
- Design Parameters
- Process Variables - Constraints
DfIDfI
TRIZTRIZ
DesignDesign
Appropriate
Technologies
Appropriate
Systems
- Available Resources
- Scientific Effects
- Substance-Field Analysis
- System Operators
- ISQ - Ideal Vision
- Problem Formulation
- Innovation Algorithm
- Resolve Contradictions
- Evolution Patterns
SystemsSystems
EngineeringEngineering
- Systems Design
Hierarchy: Systems, Sub-
systems, Components, Sub-
components, Parts
DfI
Integrated Design for InnovationIntegrated Design for Innovation
Appropriate
Solutions
- System Lifecycle Stages:
Needs Analysis, Concept
Exploration, Concept Def.
Adv. Dev., Eng. Design,
Integration & Eval.
Slide 27

28. Axiomatic Design Domains
CustomerCustomer
NeedsNeeds
(CNs)(CNs)
Customer
Domain
FunctionalFunctional
RequirementsRequirements
(FRs)(FRs)
Functional
Domain
DesignDesign
ParametersParameters
(DPs)(DPs)
Physical
Domain
ProcessProcess
VariablesVariables
Process
Domain
(PVs)(PVs)
WHAT? HOW?
Concept Design
Phase
WHY?
WHAT? HOW?
Process Design
Phase
WHY?
WHAT? HOW?
Product Design
Phase
WHY?
Slide 28

29. Zigzagging
Functional
Domain
Physical
Domain
Zig
Zag
FR1
Cool Food
DP1
Refrigerator
FR1-1
Temp Range
FR1-2
Uniform Temp
DP1-1
Temp Sensor
DP1-2
Fan System
Slide 29

30. DESIGN ELEMENT CATEGORY (EXAMPLES)DESIGN ELEMENT CATEGORY (EXAMPLES) FUNCTIONAL REQUIREMENTSFUNCTIONAL REQUIREMENTS DESIGN PARAMETERS (EXAMPLES)DESIGN PARAMETERS (EXAMPLES)
ELECTRONICELECTRONIC
(Examples)(Examples)
RECEIVE SIGNALRECEIVE SIGNAL
TRANSMIT SIGNALTRANSMIT SIGNAL
PROCESS DATAPROCESS DATA
PROCESS SIGNALPROCESS SIGNAL
PROCESS SIGNAL / DATAPROCESS SIGNAL / DATA
VARIOUSVARIOUS
RECEIVERRECEIVER
TRANSMITTERTRANSMITTER
DATAPROCESSORDATAPROCESSOR
SIGNAL PROCESSORSIGNAL PROCESSOR
COMMUNICATION PROCESSORSCOMMUNICATION PROCESSORS
SPECIAL ELECTRONIC COMPONENTSPECIAL ELECTRONIC COMPONENT
ELECTRO-OPTICALELECTRO-OPTICAL
(Examples)(Examples)
INPUT SIGNALINPUT SIGNAL
STORE DATASTORE DATA
OUTPUT SIGNAL / DATAOUTPUT SIGNAL / DATA
FORM MATERIALFORM MATERIAL
GENERATE ELECTRICITYGENERATE ELECTRICITY
OPTICAL SENSING DEVICEOPTICAL SENSING DEVICE
OPTICAL STORAGE DEVICEOPTICAL STORAGE DEVICE
DISPLAY DEVICEDISPLAY DEVICE
HIGH ENERGY OPTICS DEVICEHIGH ENERGY OPTICS DEVICE
OPTICAL POWER GENERATOROPTICAL POWER GENERATOR
ELECTROMECHANICALELECTROMECHANICAL
(Examples)(Examples)
INPUT DATAINPUT DATA
GENERATE ELECTRICITYGENERATE ELECTRICITY
STORE DATASTORE DATA
TRANSDUCE SIGNALTRANSDUCE SIGNAL
INPUT / OUTPUT DATAINPUT / OUTPUT DATA
INERTIAL INSTRUMENTINERTIAL INSTRUMENT
ELECTRIC GENERATORELECTRIC GENERATOR
DATA STORAGE DEVICEDATA STORAGE DEVICE
TRANSDUCERTRANSDUCER
DATA INPUT / OUTPUT DEVICEDATA INPUT / OUTPUT DEVICE
MECHANICALMECHANICAL
(Examples)(Examples)
SUPPORT MATERIALSUPPORT MATERIAL
STORE MATERIALSTORE MATERIAL
FORM / JOIN MATERIALFORM / JOIN MATERIAL
REACT MATERIALREACT MATERIAL
CONTROL MOTIONCONTROL MOTION
FRAMEWORKFRAMEWORK
CONTAINERCONTAINER
MATERIAL PROCESSING MACHINEMATERIAL PROCESSING MACHINE
MATERIAL REACTORMATERIAL REACTOR
POWER TRANSFER DEVICEPOWER TRANSFER DEVICE
THERMOMECHANICALTHERMOMECHANICAL
(Examples)(Examples)
GENERATE TORQUEGENERATE TORQUE
GENERATE THRUSTGENERATE THRUST
CONTROL TEMPERATURECONTROL TEMPERATURE
CONTROL TEMPERATURECONTROL TEMPERATURE
GENERATE ELECTRICITYGENERATE ELECTRICITY
ROTARY ENGINEROTARY ENGINE
JET ENGINEJET ENGINE
HEATING UNITHEATING UNIT
COOLING UNITCOOLING UNIT
SPECIAL ENERGY SOURCESPECIAL ENERGY SOURCE
SOFTWARESOFTWARE
(Examples)(Examples)
CONTROL SYSTEMCONTROL SYSTEM
CONTROL PROCESSINGCONTROL PROCESSING
CONTROL PROCESSINGCONTROL PROCESSING
CONTROL SYSTEMCONTROL SYSTEM
OPERATING SYSTEMOPERATING SYSTEM
APPLICATION PROGRAMAPPLICATION PROGRAM
SUPPORT SOFTWARESUPPORT SOFTWARE
FIRMWAREFIRMWARE Slide 30

31. SCIENTIFICSCIENTIFIC
EFFECTSEFFECTS
FIELDFIELD
EFFECTSEFFECTS
SUBSTANCESUBSTANCE
EFFECTSEFFECTS
PARAMETERPARAMETER
EFFECTSEFFECTS
ABSORBABSORB ACCUMULATEACCUMULATE DETECTDETECT PREVENTPREVENT PRODUCEPRODUCE
CHANGECHANGE
PHASEPHASE
COMBINECOMBINE DESTROYDESTROY FORMFORM MOVEMOVE PRODUCEPRODUCE SEPARATESEPARATE CHANGECHANGE MEASUREMEASURE STABILIZESTABILIZE
ElectromagneticElectromagnetic
radiation, lightradiation, light
Forces, energyForces, energy
& momentum& momentum
ImpactImpact
impulseimpulse
Mechanical &Mechanical &
sound wavessound waves
ThermalThermal
energyenergy
VibrationsVibrations
ElectricalElectrical
energyenergy
Forces, energyForces, energy
& momentum& momentum
ThermalThermal
energyenergy
DeformationDeformation
ElectromagneticElectromagnetic
waves, lightwaves, light
Forces, energyForces, energy
& momentum& momentum
Magnetic fieldMagnetic field
Mechanical &Mechanical &
sound wavessound waves
Electric fieldElectric field
ElectromagneticElectromagnetic
waves, lightwaves, light
BirefringenceBirefringence
DeformationDeformation
Electric currentElectric current
ElectricElectric
dischargedischarge
ElectricElectric
fieldfield
ElectromagneticElectromagnetic
waves, lightwaves, light
Forces, energyForces, energy
& momentum& momentum
ImageImage
InformationInformation
LaserLaser
radiationradiation
LuminescenceLuminescence
Magnetic fieldsMagnetic fields
Mechanical &Mechanical &
sound wavessound waves
MechanicalMechanical
forceforce
Nuclear energyNuclear energy
& activity& activity
TemperatureTemperature
gradientgradient
Thermal energyThermal energy
VibrationsVibrations
Change crystal-Change crystal-
line phasesline phases
CondenseCondense
vapoursvapours
EvaporateEvaporate
liquidsliquids
FreezeFreeze
liquidsliquids
Ionize gasesIonize gases
Melt solidsMelt solids
Other phaseOther phase
changeschanges
RecombineRecombine
plasmasplasmas
SublimateSublimate
solidssolids
Superconduct-Superconduct-
ing transitioning transition
Vitrify liquidsVitrify liquids
Vitrify solidsVitrify solids
Assemble solidAssemble solid
bodiesbodies
Deposit filmsDeposit films
Dissolve gasesDissolve gases
Dissolve solidDissolve solid
particlesparticles
Embed impuri-Embed impuri-
ties into solidsties into solids
Mix liquidsMix liquids
Other combinat-Other combinat-
ions of substan.ions of substan.
Destroy chem-Destroy chem-
ical elementsical elements
Destroy inorg-Destroy inorg-
anic compoundsanic compounds
Destroy organicDestroy organic
compoundscompounds
Destroy submol-Destroy submol-
ecular particlesecular particles
Kill biologicalKill biological
organismsorganisms
Bend solidBend solid
bodiesbodies
CompressCompress
substancessubstances
ExpandExpand
substancessubstances
Fluidize solidFluidize solid
particlesparticles
RotateRotate
substancessubstances
TranslateTranslate
substancessubstances
VibrateVibrate
substancessubstances
ProduceProduce
alloysalloys
Produce chem-Produce chem-
ical elementsical elements
Produce submo-Produce submo-
lecular particleslecular particles
SynthesizeSynthesize
inorganic comp.inorganic comp.
Synthesize org-Synthesize org-
anic compoundsanic compounds
RemoveRemove
filmsfilms
Remove impuri-Remove impuri-
ties from solidsties from solids
SeparateSeparate
gasesgases
Separate gasesSeparate gases
From liquidsFrom liquids
SeparateSeparate
liquidsliquids
SeparateSeparate
moleculesmolecules
Separate otherSeparate other
substancessubstances
Separate solidSeparate solid
particlesparticles
Separate solidsSeparate solids
from liquidsfrom liquids
Break solidBreak solid
bodiesbodies
ChemicalChemical
parametersparameters
DeformationDeformation
parametersparameters
Electric fieldElectric field
parametersparameters
EM radiationEM radiation
parametersparameters
EnergyEnergy
parametersparameters
FluidsFluids
parametersparameters
ForceForce
parametersparameters
GeometricGeometric
parametersparameters
Magnetic fieldMagnetic field
parametersparameters
Mech. waveMech. wave
parametersparameters
MomentumMomentum
parametersparameters
MotionMotion
parametersparameters
PlasmaPlasma
parametersparameters
ProcessesProcesses
parametersparameters
QuantityQuantity
parametersparameters
RadioactivityRadioactivity
parametersparameters
SolidsSolids
parametersparameters
ThermalThermal
parametersparameters
ChemicalChemical
parametersparameters
DeformationDeformation
parametersparameters
DurationDuration
Electric fieldElectric field
parametersparameters
EM radiationEM radiation
parametersparameters
EnergyEnergy
parametersparameters
FluidsFluids
parametersparameters
ForceForce
parametersparameters
GeometricGeometric
parametersparameters
Magnetic fieldMagnetic field
parametersparameters
MotionMotion
parametersparameters
PlasmaPlasma
parametersparameters
QuantityQuantity
parametersparameters
RadioactivityRadioactivity
parametersparameters
SolidsSolids
parametersparameters
ThermalThermal
parametersparameters
ChemicalChemical
parametersparameters
Electric fieldElectric field
parametersparameters
EM radiationEM radiation
parametersparameters
FluidsFluids
parametersparameters
GeometricGeometric
parametersparameters
MotionMotion
parametersparameters
PlasmaPlasma
parametersparameters
ThermalThermal
parametersparameters
Examples of Process
Variables
Slide 31

32. Systems Engineering Method
CustomerCustomer
DomainDomain
FunctionaFunctiona
l Domainl Domain
PhysicalPhysical
DomainDomain
ProcessProcess
DomainDomain
1. Requirements
Analysis
2. Functional
Definition
3. Physical
Definition
4. Design
Validation
CustomerCustomer
NeedsNeeds
(CNs)(CNs)
FunctionalFunctional
RequirementsRequirements
(FRs)(FRs)
DesignDesign
ParametersParameters
(DPs)(DPs)
ProcessProcess
VariablesVariables
(PVs)(PVs)
ObjectivesObjectives
RequirementsRequirements
FunctionsFunctions
System ModelSystem Model
(To next phase)(To next phase)
(From proceeding phase)(From proceeding phase)
Slide 32

33. Systems Engineering / Axiomatic Design Method over Life CycleSystems Engineering / Axiomatic Design Method over Life Cycle
Phase Activities
/ StepStep
Phase
NeedsNeeds
AnalysisAnalysis
ConceptConcept
ExplorationExploration
ConceptConcept
DefinitionDefinition
AdvancedAdvanced
DevelopmentDevelopment
EngineeringEngineering
DesignDesign
Integration &Integration &
EvaluationEvaluation
System studies,
Technology
assessment,
Operational
Analysis
Concept
synthesis,
Feasibility
experiments,
Requirements
definition
Trade-off analysis,
Functional
architecture,
Subsystem
definition
Risk abatement,
Subsystem
demonstration,
Component
design
requirements
Component
engineering,
Component test,
Reliability
engineering
System
integration,
Prototype test,
Operational
evaluation
RequirementsRequirements
AnalysisAnalysis
Analyze NeedsAnalyze Needs AnalyzeAnalyze
operationaloperational
requirementsrequirements
AnalyzeAnalyze
performanceperformance
requirementsrequirements
AnalyzeAnalyze
functionalfunctional
requirementsrequirements
Analyze designAnalyze design
requirementsrequirements
AnalyzeAnalyze
requirementsrequirements
FunctionalFunctional
DefinitionDefinition
Define systemDefine system
functionsfunctions
DefineDefine
subsystemsubsystem
functionsfunctions
DefineDefine
componentcomponent
functionsfunctions
Define sub-Define sub-
componentcomponent
functionsfunctions
Define partDefine part
functionsfunctions
DefineDefine
functionalfunctional
teststests
PhysicalPhysical
DefinitionDefinition
VisualizeVisualize
subsystems,subsystems,
technologytechnology
VisualizeVisualize
components,components,
architecturesarchitectures
SelectSelect
components,components,
architecturesarchitectures
SpecifySpecify
componentcomponent
constructionconstruction
Specify sub-Specify sub-
componentcomponent
constructionconstruction
Specify testSpecify test
equipmentequipment
DesignDesign
ValidationValidation
ValidateValidate
needs,needs,
feasibilityfeasibility
ValidateValidate
performanceperformance
requirementsrequirements
Simulate,Simulate,
validatevalidate
systemsystem
effectivenesseffectiveness
Test criticalTest critical
subsystemssubsystems
ValidateValidate
componentcomponent
constructionconstruction
Test andTest and
evaluateevaluate
systemsystem
Slide 33Slide 33

34. Evolution of System Materialization through System Life Cycle
Phase
Level
Needs Analysis Concept
Exploration
Concept
Definition
Advanced
Development
Engineering
Design
Integration &
Evaluation
System Define
operational
objectives
Explore
concepts
Define selected
concept
Validate
concept
Test & evaluate
Subsystem
Visualize
Define
functions
Define
configuration
Validate
selected
subsystems
Integrate, test
Component
Visualize
Select, define
functions
Validate,
specify
construction
Design, test Integrate
Sub-
component
Visualize
Define
functions
Design
Part
Visualize
Select or adapt
(Focus of principal effort in each phase is shaded)
Slide 34

35. OPERATORS
PROBLEM-SOLVING, OPPORTUNITY / VALUE -CREATION
AND CONCEPT- DEVELOPMENT / REFINEMENT USING:
MY PROBLEM
THE WORLD’S
PROBLEMS
THE WORLD’S
SOLUTIONS
MY SOLUTION
PATTERNS OF INVENTION
TRIZ Design
An Operator = A path to a solution
An Operator = An approach to solving a problem
An Operator = A direction towards an answer
Used with TRIZ:
Theory of Inventive
Problem Solving
Slide 35

36. Processing Sweet PeppersProcessing Sweet Peppers
TRIZ PATTERNS OF INVENTIONTRIZ PATTERNS OF INVENTION
I HAVE TO REMOVE CORES FROM A
MILLION GREEN PEPPERS….
“Slowly raise pressure and suddenly reduce it”
OR “accumulate energy and release it”
Slide 36

37. Pattern of Invention – Example
 Coring bell peppers
 Shelling sunflower seeds
 Unpacking parts
 Cleaning filters
 Splitting diamonds
The Operator: Slowly increase then abruptly drop pressure
Splitting diamonds alongSplitting diamonds along
micro-cracksmicro-cracks (+27 years after
pepper patent)
Slide 37

38. 1
2
3
5
6
7
8
9
n
4
1
2
3
4
5
6
7
8
9
n
To
Corresponding
Solutions
Many
Typical
Problems
Many Typical
Recommendations
for
Solutions
(Knowledge base)
A large number of
typical problems are
available for
consideration.
These operators help to
narrow the search to a
manageable range of
typical problems
For each typical
problem, there are one
or more potential
solutions
Prism of
Analytical
tools
Best Practice Available from Exploring Known Problems
Slide 38

39. 2,000,000
40,000
Key Findings
•Definition of inventive problems
•Levels of invention
•Patterns of evolution
•Patterns of invention
Patents (Worldwide)
TOOLS BASED ON PATTERNS INTOOLS BASED ON PATTERNS IN
THE PATENT DATABASETHE PATENT DATABASE
Key Findings Derived from Exploring the Patent Database
Slide 39

40. Useful and Harmful Functions Used to Define the Problem
•Has useful output (although it may also have harmful output as well)
•Is a useful result
Useful
Function
Harmful
Function
•Leads to a harmful result. No useful results are produced.
•A harmful result because it hinders some useful function.
Slide 40

41. Linking Useful and Harmful Functions
Function
A
Function
B
Makes good happen
Makes bad happen
Stops good from happening
Stops bad from happening
Links describe the relationship
between functions.
Produce
Link
Produce
Counteract
Counteract
Slide 41

42. Integrated Design for Innovation
FR
FR1 FR2 FR3
FR31 FR32FR11
FR311
FR312
FR3111
FR3112
CN
CN1 CN2
CN21 CN22
CN211
CN212
CN213
CN2131
CN2132
DP
DP1 DP2 DP3
DP
21
DP
22
DP
11
DP
12
DP
31
DP
211
DP
212
DP
213
DP
221
DP
222
DP
311
DP
121
DP
122
DP
123
DP
111
DP
112
DP
113
DP
114
DP
1131
DP
1132
DP
1221
DP
1222
DP
2131
DP
2132
DP
2133
PV
PV1 PV2 PV3
PV
21
PV
22
PV
11
PV
12
PV
31
PV
211
PV
221
PV
121
PV
122
PV
111
PV
112
PV
113
PV
114
PV4 PV5
PV
51
PV
52
PV
32
PV
321
PV
322
PV
323
PV
521
PV
522
PV
3221
PV
3222
PV
1141
PV
1142
PV
1221
PV
2111
PV
2211
© Sustainable Innovative Solutions Ltd. 2006
CN
FR
DP
PV
1ST
LEVEL CN
FR
DP
PV
DP1
DP2
DP3
PV1
PV2 PV3
PV4
PV5
CN1
CN2 FR3
FR2
FR1
2ND
LEVEL
CN2
FR1
DP1
PV1
CN
FR
DP
PV
DP2
DP3
PV2 PV3
PV4
PV5
CN1
FR3
FR2
CN21
CN22
FR11
FR31
FR32
DP11
DP12
DP21
DP22
DP31
PV11
PV12
PV21
PV22
PV31
PV32
PV51
PV52
3RD
LEVEL
Slide 42

43. Examples of Organizations Using TRIZ
Leading manufacturers across the Global 2,000 and
spanning numerous industries including:
• Automotive
• Aerospace and defense
• Petrochemical
• Consumer product goods
• Consumer electronics
• High tech
• Pharmaceutical/Life sciences
• Industrial manufacturing
Slide 43

44. Additional Resources and Information
•Websites:
– General NPD Information
http://www.npd-solutions.com
(especially the Product
Development Forum)
– TRIZ for DFI
http://www.triz-journal.com
– Axiomatic Design for DFI
http://www.axiomaticdesign.com/
technology/papers.asp
– Systems Engineering for DFI
http://www.bmpcoe.org/pmws/
index.html
•Sustainable Innovative Solutions:
Dr. Iain Sanders
Sustainable Innovative Solutions
P.O. Box 20-452
Bishopdale
Christchurch 8543
New Zealand
Email:
iain@designforinnovation.com
Tel: +64 (0)3 359 2151
Mob: +64 (0)273 566 401
Slide 44