Lean Inventive Systems Thinking - Why, What and How

crafting innovation together

LEAN INVENTIVE SYSTEMS
THINKING (LIST) –
A framework for transformation
through innovation ignition

Navneet Bhushan
(navneet.bhushan@crafitti.com)
Crafitti Consulting (www.crafitti.com)
Bangalore, January 27, 2011
Confidential

Question?

We Are All Born Creative?
YES/NO?

Confidential © Crafitti Consulting Private Ltd. January 28, 2011 2

We Are All Born Creative…. crafting innovation together

BUT
It is “Taught OUT of US”

A child’s Creativity
How Many of
Decreases 90% from 5 to
us Are 40 or
age 7? At 40 it is mere
above?
2% of what we had!!!!!!!
Confidential Copyright Navneet Bhushan


THE EXPLODING
GLOBALIZING
INNOVATION

COMPLEXITY -
THE GIX BANG
World

While the definingn measurement of
crafting i novation together

(old world) was weight – … – the
defining measurement of the
globalization system is speed – speed
of commerce, travel, communication
and innovation
Thomas L. Friedman, “The Lexus and Olive Tree”

Flattening

World

… And we don’t even realize it …
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The first decade of 20th Century…

• In 1890, Average company in US
had - FOUR employees (4)
• By 1901, US Steel became world’s
first 1 Billion $ company
• Ford Motor Company, founded in
1903, was producing half a million

cars a by 1913


The first decade of 21st Century…


More is Different – Scale is the New Frontier



Complexity in a Flattening World

Rapid Explosion Human Processing Limits
of Complexity (The Magic Number 7 ± 2)
Framing Limits
Confidence

 Connections create Value and Dependencies
Number of alternatives

create complexity
Time pressure  Future is approaching us Faster than we are
Need for analysis letting go our History
Information de-coherence  Increasing distance between user requirements
Connections of what they really need versus what they want.
Networks  With every choice we make today we Kill
many possible futures

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YEAR OF THE START OF THE
REVOLUTION crafting innovation together



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WHAT IS INNOVATION ……..


• Since I am successful – whatever I am doing – should be called
Innovation, Quality, Design, Business Model Innovation AND
whatever is the new FAD that is going the rounds …..

• My company is in existence for last X decades – we have survived
and in fact have thrived in the world that exist or is going to exist
– So please don’t teach me what is INNOVATION

• We are doing it for DONKEY Years - Tell me few jargons so that I
can package my work – and get (few) more brownie points in
front of management and market

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WHAT IS INNOVATION ……..


•M.K. Gandhi – “You
be the CHANGE
that you want to
see in the world”

• Successful exploitation of IDEAS (New/Old) to change
the way one understands, generate options, choose
options, implement options to generate desired
effects
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“The new age of innovation requires
The Changing World …… new methods to deal with
complexity. They are likely to be
based on a deeper understanding of
indeterminacy, non-linearity, chaos,
adaptation, self-organization and
distributed intelligence."
Navneet Bhushan, Co-Crafter, Founder Director at
Crafitti Consulting

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Nature

is
Fractal!

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Black Swan – The impact of
the highly improbable

• “I cannot accept a pretense of
science. I much prefer a
sophisticated craft, focused on
tricks, to a failed science looking
for certainties” Nassim Nicholas
Taleb

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Competitive Advantage- Over Ages

How Fast
Co-Create
How Fast
Innovate
How much
Actionable
Connectedness

How much Knowledge

and Quickly
Extent of

can be
How much Informed
How much of can be In the Connected Age –
Agricultural produced Co-Creators will thrive
land and
Natural
Resources

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NEW RULES (of war and Business) –
John Arquilla

• Rule 1: "Many and Small"
Beats "Few and Large.“

• Rule 2: Finding Matters More
Than Flanking.

• Rule 3: Swarming Is the New
Surging.
a primary maneuver that results in an attack from
multiple directions (all points on the compass) by 5
or more (semi) autonomous units on a single
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© Crafitti January 28, 2011 20

Industrial "Success" Curve
4

3000 Raw Ideas (unwritten)
Log 10 of Number of Ideas

Stevens and Burley – Research and
3 Technology Management May 1997.

300 Ideas Submitted

2
125 Small Projects

9 Significant Developments
1

4 Major Developments

1.7 Launches I Success
0
0 1 2 3 4 5 6 7 8

Stage of NPD process

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3 Conditions for Learning
Low Threat and

High Challenge
Relaxed Alertness

Orchestrated
Immersion Active Processing

Experiences
processed as
In Multiple, the basis of
Complex, Meaning
Authentic
Experiences
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3 Conditions for Learning

• "Optimizing the use of the human brain means using the
brain’s infinite capacity to make connections–and
understanding what conditions maximize this process."

• Three interactive and mutually supportive elements that
should be present in order for complex learning to occur:

– An optimal state of mind that we call relaxed alertness,
consisting of low threat and high challenge.

– The orchestrated immersion of the learner in multiple,
complex, authentic experience.
– The regular, active processing of experience as the basis for
making meaning.

http://www.brainconnection.com/topics/?main=fa/brain-
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• Chaotic Dumbness (High Threat, Low Challenge)v a t i o n
crafting inno together

– Comply with this or else…
– Constant use of “Killer Phrases” to destroy new ideas

• Automated Disjointedness (Delegation, Hands Off)

– Follow the process, don’t worry about anything
– Processes above people – Right processes Mandated will create
results

– “Skill Set” based work assignment

• Passive Analysis (Data Collection, Historical Data Analysis)

– Give me all the data that has been accumulated – I will analyze
and give you Insights
– Quantify – if you cant quantify you don’t really know?
– We will do a Quarterly Analysis to provide you results
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From Chaotic Dumbness to Relaxed Alertness

From Automated Disjointedness to Orchestrated Immersion

From Passive Analysis to Active Processing

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Get it Right First Time!

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Let us talk to Darwin


Failures/Mistakes/Errors
Burning your hand is a small
price to pay for a good
idea.

PLEASE LET YOUR
EMPLOYEES FAIL!

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Innovation is not about
Automation Alone!

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Artful Making

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4 Qualities of Artful Making

Accept wide
variations • Interactions
within known among
members of
parameters
the groups

Release Play

Collaboration Ensemble
• Conversation. • Work of a group
• Released from Vanity, dedicated to
inhibition, preconception collaboration
• Treat others inputs as • Create a whole
material to make with greater than
• So that New Ideas sum of its parts
emerge
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Emergence can not be pre-
conceived crafting innovation together

Re-conceiving everything in response
to what team sees as newly possible
with each passing movement of
rehearsal, as a result of each new
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thing tried

Albert Einstein Says

Sometimes one pays the
most for the things one
gets for nothing

The whole of science is nothing more than the
refinement of everyday THINKING
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Artful Making - Again

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Discovery Vs Making

“Discovery” suggests there is a
right choice waiting to be found

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HOW TO THINK

When Einstein was
asked what was most
helpful to him in
developing the theory
of relativity, he

replied,
“Figuring out how to think
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about the problem.”

The ORGANIZATIONAL SWEET SPOT –
Frequently Heard Comments
• You Must. • Can you think of other options?
• That’s not my Job. • Am I on the right track?
• You have no choice. • Lets take another look at that deadline.
• Have you forgotten the deadline? • Thanks for taking the initiative.
• We need to talk. • How often should we meet?
• It’s the bottom line that counts. • We’re in it together.
• This is for your own good. • What’s your gut feeling on this?
• Get off my back. • How can I help?

• I don’t care how you feel. • Is this mutually beneficial?
• You had better pay attention to • How does this support our overall
company policy. activities?
• Don’t you understand? • Please take a real critical look at my
• Is it time to go home yet? proposal.
• How time flies.
Controlled-Access Context Shared-Access Context


LEAN INVENTIVE SYSTEMS
THINKING (LIST)

CLASSICAL THE LIST
REDUCTIONISM

Learning, Discovery, Design,
Analysis, Determinism, Evolutionary, Experimental,
Dualism, Correspondence Integrative, Holistic, Non-
theory of knowledge, linear, Natural
Rationality, Artificial


Software Innovation Ignition –
Lean Inventive Systems Thinking

Inventive Thinking
(inventive triggers,
laws of evolution,
scenario building,
focus on function) Systems Thinking
Lean Thinking
(holistic approach,
(Value maximization,
global optima,
experimentation,
expanded and
learning approach,
connected system

elegance)
context)
LIST
(Lean
Inventive
Along with Analytical Systems
and Logical Thinking Thinking)

Confidential © Crafitti Consulting Private Ltd.
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Lets go back 60+ years ……..


1946,
WW II had just ended
A 20 years old Engineer in Baku, USSR, working in
USSR Innovation Office, decided

To explore methods for systematic invention that
could transform engineering creativity into a
logical discipline.
He conjectured, the key secrets of inventiveness
should NOT be sought inside the inventor’s minds,
but rather in the logic of inventions themselves.

Confidential 44 ©

WE LIVE IN THE ERA OF TECHNOLOGICAL
REVOLUTIONS


At the dawn of the human race
mankind conquered the
illuminating power of fire.

Now we are learning to conquer
something much more

powerful, the power of mind,
to penetrate and illuminate
an unknown future

Confidential 45 January 28, 2011 ©

TRIZ – Inventive-Problem Solving by
Altshuller

• 1946 Patent
Officer in Russian
Teoriya Resheniya Izobreatatelskikh Zadatch
Navy
• Discovered • Same Problems and Solutions appear repeatedly in different
patterns in industries (Myth: My field is Unique )
patents, • There are a series of recognizable evolution paths for all technical
published paper. systems (Myth: Evolution is Completely Random)
Sent to Gulag
• Innovative solutions used theories outside their own area/industry
• 1954 released, (Myth: Innovation happens through Deeper Knowledge)

analysed
• The most powerful solutions uncover and eliminate contradictions
2,500,000 patents
(Myth: Optimization is the Focus)
• Identified what
makes a
successful patent TRIZ itself does not solve problems.
• 1956-1985 TRIZ Problems are solved by people.
formulated

TRIZ teaches how to solve problems.
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TRIZ is about Abstraction

Teoriya Resheniya Izobreatatelskikh Zadatch

World‟s best ideas
A situation like mine World
in this situation
(Abstraction) Knowledge
Access (Access)
Base
Abstraction Specific

My specific situation My specific solution

Evaluate
Me / my company

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Why TRIZ?

Theory of Inventive Problem
Solving by Altshuller

Main postulates :
► The evolution of engineering

systems is not a random process, but
obeys certain laws;
► Products/processes evolve towards
the increase of perfection (ideality) by
elicitation and overcoming technical
and physical contradictions.


The main “Idea Killer” –
Psychological Inertia

* Assume a large field which
has somewhere
underground a box of
diamonds. Problem solving is
like digging for treasure in a
field

• If a hole already exists, our inclination is to dig it deeper
• The deeper the hole, the more difficult it is to see what’s happening in other
parts of the field
• If someone else comes along, we encourage them to jump in the hole with us

The overall effect is called
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The main “Innovation Killer” –

Main sources of Psychological Inertia:

• One discipline only / Not outside your specialty /
Looking for Solutions where we feel comfortable

• Result of life experiences / Cultural Backgrounds

• “This is the way we’ve always done it” syndrome

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How do we Kill Ideas -
Killer Phrases should not be used during Idea
Generation* crafting innovation together
1. "Yes, but. . . " 21. "The boss will never go for it."
2. "We tried that before." 22. "It's too far ahead of the times."
3. "That's irrelevant." 23. . . . laughter. . .
4. "We haven't got the manpower." 24. . . . suppressed laughter. . .
5. "Obviously, you misread my request." 25. . . . condescending grin. . .
6. "Don't rock the boat!" 26. . . . dirty looks. . .
7. "The boss (or competition) will eat you alive." 27. "Don't fight city hall!"
8. "Don't waste time thinking." 28. "I'm the one who gets paid to think."
9. "Great idea, but not for us." 29. "What will people say?"
10. "It'll never fly." 30. "Get a committee to look into that."

11. "Don't be ridiculous." 31. "If it ain't broke, don't fix it."
12. "People don't want change." 32. "You have got to be kidding."
13. "It's not in the budget." 33. "No!"
14. "Put it in writing." 34. "We've always done it this way."
15. "It will be more trouble than it's worth." 35. "It's all right in theory. . . but. . ."
16. "It isn't your responsibility." 36. "Be practical!"
17. "That's not in your job description." 37. "Do you realize the paperwork it will create?"
18. "You can't teach an old dog new tricks." 38. "Because I said so." * Reference: “What A Great
19. "Let's stick with what works."C 39. "I'll get back to you." Idea” by Charles “Chick”
Thompson, 1992,
20. "We've done all right so far." 40. . . . silence. . . HarperCollins Publishers

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Questions that TRIZ asks you…

1. What is my Ideal Final Result – How
can I achieve the functionality
without spending any resources or
cost
2. How the problem/situation/system
looks in time and space coordinates
3. Am I using all the existing resources
or potential resources to the fullest

4. What is the main useful function I
need to deliver. What are various
ways in which I can deliver the
function
5. How others have solved the same
problem in the past

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SYSTEMS THINKING/
HOLISTIC THINKING

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Traditional Approach Vs Systems
Approach

– Fragment the whole – Multiple Solutions for the
(problem) into parts same objective
– Specialist for each part – Context Specific
– Optimal/perfect solution Appropriateness

for each part – “Choice” based on available
– Assemble back the parts to information
obtain “optimised” solution – Fallibility of the Decision-
for the whole (problem) maker

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Systems Thinking

• Enables us to discover trends and patterns
• How they interact over time
• Helps in analysing reality objectively,
• Identify the structures that underlie complex situations

• Enables us to understand and respond to the dynamics of strategic leverage
points

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LIST Process

Value as the starting point
Create a holistic understanding of the system to
understand and define value (Systems Thinking)
Invent/Design the solution in such a way that the
function is achieved with no cost and no adverse

impact (Ideality from TRIZ)

Deliver the solution in such a way that it takes
only the needed time and effort, by continuously
eliminating waste (Minimum Waste from Lean)
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What is Value?

• Customer defined
• Opaque
• Contextual
• Multidimensional
• Tradeoff
• Relative

• It is a Mindset
“The perceived worth of the set of benefits received by a
customer in exchange for the total cost of the offering, taking
into consideration available competitive offerings and
pricings” Prof Mohanbir Sahney
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What is Value Mindset?

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Value = How Close to Idealitya fyoui n n o v a t i o n t o g e t h e r
cr ting

are - IDEAL FINAL RESULT
Value = Have you utilized all the
resources available in the
existing system?
Value = Are you delivering the function
needed?
Value = Are you thinking of resources

Available in three dimensions of
time space and interface

THINK
THINK IN TIME &
FUNCTION
SPACE
THINK THINK
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IDEALITY RESOURCES

Customer Value Framework


Co-opetition – How Game Theory and System Thinking can be
leveraged to define Customeri nValuen t o g e t h e r
crafting novatio

Customer
s

Competitors Company Complementors

Suppliers

LEVERAGING THE VALUE Leverage our Customer‟s Value net
NET
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How to Come Out of

9 Windows –
Peep into Space

& Time


Thinking In Time and Space


Plain Forest Coal

Seed Tree Timber

DNA Fruit Pie

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SYSTEM OPERATOR („9 Windows‟)


SUPERSYSTEM

SYSTEM

SUBSYSTEM

PAST PRESENT FUTURE

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What is a Technical System?

Anything that performs a function is a Technical System

Model of a Function
A function is an intended direct
(physical) action of the tool on the
object Tool Object
function
Formulation of Functions Correct (If not, Correct it)

Fan cools the Body
Lens magnifies the Object
Hot air dries hair
Incandescent bulb illuminates the room
Air Conditioner improves our comfort
Lightning Rod attracts lightning
Microwave Oven cooks Food


LET US
DESIGN A
NEW
TOOTH

BRUSH

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What Function do
we need to
perform?

CLEAN TEETH

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We are Designing A

Product to Clean
Teeth

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How others have
performed this
function

Cleans Teeth ==
Cleans Solid

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25 Ways available for function : Cleans Desorption Redox Reactions
Acoustic Cavitation Hydrodynamic
Solid
Acoustic Vibration Cavitation
Cavitation Laser Gettering
Combustion Ultrasonic Oscillation
25 New Directions Jet Erosion
Spark Erosion
Friction
Cryolysis

to Think for Electrochemical Photo-Oxidation

Erosion Optohydraulic Effect
Electron Impact Explosion
designing the New Desorption
Laser Evaporation
Thermo-destruction
Dissolution

Product for Ionic Action
Radioactivity
Mechanical
Action/Brushes
Electrolysis
Cleaning Teeth
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IDEAL FINAL RESULT

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Ideal Final Result - Deployment Philosophy


CURRENT IDEAL
SITUATION FINAL
RESULT
1… 2… 3…. n.…
generation

Current …. Intermediate Function achieved
Design solutions without resource

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SELF-

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SELF- compensating
aligning
adjusting
cleaning

balancing
heating
cooling
locking
repairing
etc
Confidential Copyright Navneet Bhushan

Ideal final result (Some patents on movement
towards Self!)

• Function is achieved on its own
– Self-Configuring Consumer Products
– Self-Customized Consumer Products

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Customizable Consumer Products – Patents Can
tell us possible paths!

Self-Configure
Self-Customize

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Air freshener system utilizing breakable
cartridges
• Abstract of EP1118338
A self-contained battery powered air freshener (10)
including a housing (12,14) having an inlet portion
through which ambient air is drawn into the housing be
means of a battery powered fan (30). The air is passed
about a quantity of vaporizable material (35) contained
within the housing, and then discharged therefrom into
the ambient air carrying the vaporized portion of the
product therewith. One or more replaceable breakable
cartridges (36), containing air freshening material, are
positionable within a magazine (40) within the housing,
the magazine (40) providing a support well (45) for
supporting a replaceable battery (42) such that the
deodorizing material and battery may be separately
replaced when either of these items has become
expended. The air freshener is released by breaking the

breakable cartridges (36) inserted within the housing.
The consumer can customize the strength of the air
freshener by determining the quantity of cartridges to
place in the housing and can customize the scent by
providing differently scented cartridges in the same
housing.

Different Alternatives placed in
the same system, adjustable at use
time to get specific scent
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Guided instructional cardiovascular exercise with accompaniment
• Abstract of US2002142887
A cardiovascular exercise method and system embodying a
combination of guidance, motivation, entertainment,
community, participation and achievement monitoring.
Combined into one integrated system are selectable
virtual and real time directed and/or guided exercises
particularly adapted for stationary exercise equipment.
Such equipment includes spinning bikes, upright bikes,
recumbent bikes, elliptical machines, stair
stepper/climbers and treadmill/trekers, cross-country
simulators and rowing machines. Provision is made for
performance by individuals in virtual or actual groups. Also
included are audio-visual accompaniment selectable from
music, nature sounds and exercise-related sounds for
enhancing the exercise experience from the perspective of
guidance, motivation, entertainment and achievement
monitoring. To facilitate individualization to particular
needs of individuals, provision is made for ascertaining

the ongoing physical conditions of participants and for
participants to customize exercise criteria to reflect
recognition of such ongoing physical conditions. These
criteria include lengths and exertion levels of exercise
periods and establishment of heart rate (pulse) zones. To
include a full range of features, provision is made for
delayed or real-time modes; delayed participants being
those who participate in a delayed manner after guidance
has occurred, while real-time participants are those who
participate while guidance is being provided. Further
extending versatility and range of operation, provision is
made for distribution of guidance over the Internet and
Stored or Internet enabled
other modes of communication to devices such as MP3
players, computer(s) or Personal digital Assistants. multiple environments to use as
Downloads may be made using wireless cable, satellite,
microwave and the like. Thus, the system and method may
be employed without geographic limitation, and
per need and mood
interactive participation is encouraged. Also included is a
particular form of guidance which enables an individual to
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Methods and apparatus for improved interocclusal
mandibular repositioning with adjustable
relational members c r a f t i n g i n n o v a t i o n t o g e t h e r
A non-surgical oral appliance for improving
breathing, and abating or completely
alleviating snoring sounds, TMJ and bruxism
while sleeping. In one embodiment the user is
professionally fitted for the appliance such
that the appliance positions the mandible in an
open, protrusive, predetermined position such
that the oral airway permits the enhanced
passage of air. In another embodiment the
user is "self" fitted and there in may
customize the appliance in the home or like

setting such that the appliance positions the
mandible in an open, protrusive position such
that the oral airway permits the enhanced
passage of air. Either appliance embodiment
may have either a bi-lateral attachment
means or anterior means wherein each
appliance may have upper and lower surfaces
that cover and mold to the respective Adjustable by the user on his
shape(s) and in contour with the user's teeth.
Positioned upon these upper and lower body
surfaces, either bi-laterally or anteriorly, are
attachment means. These attachment means
are further positioned and adjusted to provide
Confidential optimum oral opening coupled with
the

NEEDLE INJECTION-FACILITATING DEVICE

A device to aid in the subcutaneous injection
of a hypodermic needle has an outer
component which is a hollow longitudinal
cylindrical sleeve with an inverted frusto-
conical base capable of placement on a skin
surface, and an inner component which is a
hollow cylindrical sleeve of smaller diameter
than the outer component and slidably
disposed within the outer component. The
inner component can hold various size
adaptors to customize the device for use with

different types or sizes of syringe. Located at
the distal end of the inner component is a
retaining collar with an aperture sized to
receive the hub of a hypodermic needle and
through which the needle projects. In a
retracted position, the retaining collar rests
inside a retaining groove circumscribed within Segment System into Flexible
the inner wall of the outer component. The
two components slide along a common part and a fixed part – provide
longitudinal axis in a telescopic arrangement
and their movement relative to one another alternatives flexible parts for
may be controlled by spring means which is
compressed when a manual axial force is various functions
applied to the syringe prior to insertion of the
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Archery bow handle riser with replaceable grip heel


An archery bow handle riser includes a hand
grip portion with a self or integral throat
portion and a heel member mounting portion
to accept a variety of different replaceable
heel members. In this way a narrow throat
portion can be maintained while providing a
wide variety of heel members to customize
the hand grip as preferred by an individual
archer.

Use Flexible structures to
adjust to alternative needs of
different users

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SURFACE COMPRISING A MICROSTRUCTURE THAT REDUCES
ADHESION AND ASSOCIATED PRODUCTION METHOD


• Abstract of WO2006021507
The invention relates to a surface comprising a
microstructure that reduces adhesion and to a
method for producing said microstructure.
Microstructures of this type that reduce
adhesion are known and are used, for example,
to configure self-cleaning surfaces that use the
Lotus effect. According to the invention, the
surface is produced electrochemically by means
of reverse pulse plating, the known
microstructure being first produced and a
nanostructure that is overlaid on the

microstructure is produced at the same time or
in a subsequent step. To achieve this for
example, the pulse length of the current pulse Can there be peel off
that is used during the reverse pulse plating lies
in the millisecond range and has a pulse length structures which get removed
ratio greater than 1:3 (anodic:cathodic). The
microstructure that has been produced, on use? Can there be different
consisting of peaks (19) and troughs (20) is then
overlaid with peaks (19n) and troughs (20n) of a surfaces that can be self-
smaller size order belonging to the
nanostructure, thus permitting the Lotus effect generated based on specific
that is achieved by the surface to be greatly
improved. need?
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MENU-DRIVEN MEDICAL DEVICE
CONFIGURATION

• Abstract of WO2004070533
The invention is directed to techniques for
configuration of a medical device, such as a
defibrillator or patient monitor. The configuration
is menu-driven. The medical device may present
a menu of patient conditions to an operator.
When the operator selects a patient condition
from the menu, the device selects a configuration
parameter and self-configures with the
configuration parameter. The menu-driven
techniques may further allow an operator to
change the configuration of the device to

configure the device more specifically to the
condition of the patient. The menu-driven
techniques may also allow the device to self-
configure with a default configuration parameter
in the event the operator fails to make a menu
selection.

Menu Driven Devices, Products, etc

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Innovation Crafting

Idea
Generation

Situation
Assessment TRIZ Six Hats
Idea Clustering –
Solutions

Generation
DSM AHP
Solution
Implementation
Solution
Evaluation
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Convergence in Design…How Toyota does it…

How to converge from an initial set of conceptual ideas to one idea
that will become the final Design?
Early Convergence Strategy Toyota’s Slow Convergence
- Point-Based CE – Set-Based CE
Large Design Spaces –
Design Critical Integration of Sets
Chose
Space n Analysis

Design

Modificati “ELIMINATE
on “DESIGN
WEAKEST
CHURNING”
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ALTERNATIVES”

LEAN THINKING - Principles that Stick
7 Principles that Stick

Plan your Project and Project your Plan

Collaboration is the key and it has two parts
Cooperation and Elaboration
Deliver Customer
Identify and Exploit Concurrency where ever Value in least time with
you can
least effort
Wait Times are Waste Times

Crisis Avoidance is an order of magnitude
more profitable than Crisis Management

Best time to detect and respond to an
error/defect/bug/mistake is while it is
being created

Decisions made in the value stream and
Handoffs in value stream are main stream
decelerators

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LEAN INVENTIVE SYSTEMS THINKING
Case Studies

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Creating a Common

Operating Picture
using Dependency
Structure Matrix

(DSM)
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Dependency Analysis – Design Structure Matrix (DSM)


• DSM – a methodology to sequence information flows
DSM is a square binary matrix whose rows and columns represent the individual
activities/tasks and element values represent the relationships between these activities.

Relationship Parallel Series Coupled (Loop)

A A
Graphic
A B
Representation B

B
(CPM) (CPM)
(not allowed in CPM)

A B A B A B
DSM
A A A X
Representation
B B X B X
(indicates iteration)

Confidential


Top 3 Medical Devices Company

Confidential

Cardiac Rhythm Management

Components Suppliers US Non US

Leads 545 68 78% (53) 22% (15)

PG ~2500 194 87% (169) 13% (25)
Confidential

Enterprise Wide Initiative – To Strengthen,
Streamline and make Processes more Robust

Confidential


Dependency Structure Workshop

Key Participants

• Design Engineer

• Supplier Engineer
• Production Engineer

Confidential

Understanding Process Complexity

Dependency Structure Matrix
Confidential

Understand Process Complexity

Rework
Iterations
Multiple Handoffs
Ambiguities
Uncertainty
-possible chaos

Identifying Complexity Blocks
Confidential Copyri

Organizational Complexity

High Interactions between various departments
– High Organizational Complexity
Confidential Copyri


10
15
20
25

0
5

Confidential
WindChill
WinSPC
MATT
CATSWEB -

Applications
TWO (Tool
ATHENA
SMART
Product/Desig
Supplier
Manufacturing
Reliability
Regulatory
Medical

Actors
Quality
Test
Suppliers
Test
Process Dependencies

Compliance
Documentation
Tool
Operators
Project
R&D

Operations
Regulatory
Supplier
Departments

Model Shop
Process Dependencies on Applications, Actors and Departments


Robust Inventive Software Design (2005)

Paper presented at DSM Conference, Boeing, Seattle, Oct, 2005.

Confidential 100 © Crafitti Consulting Private Ltd.

Organization

• Is Software Construction - Designing?

• Brief Exposure to TRIZ, AHP and DSM

• Robust Inventive Software Design – The Framework

• Customer Needs and Value

• System Complexity Estimation – DSM Variant

• Robustness Index Estimation

• Relative Customer Value Estimation

• Effective Design- Choice

• Further Work

Confidential RISD | 101

Software Design – Past, Present & Future

The act of design is a “goal-oriented,
constrained, decision-making,
exploration & learning activity Object Oriented

Extent of
Design Approaches
which operates within a context,
Structured
which depends upon the designer‟s Methods/

Use
Software
Functional Architecture
perception of the context” Decomposition
J.S. Gero, Design Prototypes: A Knowledge Representation Scheme for
Design, AI Magazine, Vol. 11, No. 4, 1990.

70s 80s 90s
Design is far more widespread 00s No Silver
and encompassing than what we Bullet
usually call software design Service Oriented Architecture
Kruchten P., Software Design in a Post Modern Era, IEEE Model Driven Development
Software, Mar-Apr, 2005. Aspect Oriented Software Development
XP/Agile Methods

Confidential RISD | 102

Lean Inventive Systems Thinking - Why, What and How

Lean Inventive Systems Thinking - Why, What and How

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