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A Powerful Methodology for Creative Problem Solving

By the Mind Tools Content Team

Projects don't always run smoothly. Even with all the analysis and data you need at your fingertips, sometimes you just can't see a way forward. At times like these, you need to develop creative solutions to the problems you face.

Chances are you already know about brainstorming , which can help with this sort of situation. But brainstorming depends on intuition and the existing knowledge of team members, and its results are often unpredictable and unrepeatable.

TRIZ, however, is a problem-solving philosophy based on logic, data and research, rather than on intuition.

It draws on the past knowledge and ingenuity of thousands of engineers to speed up creative problem solving for project teams. Its approach brings repeatability, predictability and reliability to the problem-solving process and delivers a set of dependable tools.

This article walks you through the essentials of TRIZ.

What is TRIZ?

TRIZ is the Russian acronym for the "Theory of Inventive Problem Solving," an international system of creativity developed in the U.S.S.R. between 1946 and 1985, by engineer and scientist Genrich S. Altshuller and his colleagues.

According to TRIZ, universal principles of creativity form the basis of innovation. TRIZ identifies and codifies these principles, and uses them to make the creative process more predictable.

In other words, whatever problem you're facing, somebody, somewhere, has already solved it (or one very like it). Creative problem solving involves finding that solution and adapting it to your problem.

TRIZ is most useful in roles such as product development, design engineering, and process management. For example, Six Sigma quality improvement processes often make use of TRIZ.

The Key TRIZ Tools

Let's look at two of the central concepts behind TRIZ: generalizing problems and solutions, and eliminating contradictions.

1. Generalizing Problems and Solutions

The primary findings of TRIZ research are as follows:

• Problems and solutions are repeated across industries and sciences. By representing a problem as a "contradiction" (we explore this later in this article), you can predict creative solutions to that problem.
• Patterns of technical evolution tend to repeat themselves across industries and sciences.
• Creative innovations often use scientific effects outside the field where they were developed.

Using TRIZ consists of learning these repeating patterns of problem and solution, understanding the contradictions present in a situation, and developing new methods of using scientific effects.

You then apply the general TRIZ patterns to the specific situation that confronts you, and discover a generalized version of the problem.

Figure 1, below, illustrates this process.

Figure 1 – The TRIZ Problem-Solving Method

Here, you take the specific problem that you face and generalize it to one of the TRIZ general problems. From the TRIZ general problems, you identify the general TRIZ solution you need, and then consider how you can apply it to your specific problem.

The TRIZ databases are actually a collection of "open source" resources compiled by users and aficionados of the system (such as the 40 Principles and 76 Standard Solutions, which we look at, below).

2. Eliminating Contradictions

Another fundamental TRIZ concept is that there are fundamental contradictions at the root of most problems. In many cases, a reliable way to solve a problem is to eliminate these contradictions.

TRIZ recognizes two categories of contradictions:

• The product gets stronger (good), but the weight increases (bad).
• Service is customized to each customer (good), but the service delivery system gets complicated (bad).
• Training is comprehensive (good), but it keeps employees away from their assignments (bad).

The key technical contradictions are summarized in the TRIZ Contradiction Matrix . As with all TRIZ resources, it takes time and study to become familiar with the Contradiction Matrix.

• Software should be complex (to have many features), but simple (to be easy to learn).
• Coffee should be hot (to be enjoyed), but cool (to avoid burning the drinker).
• An umbrella should be large (to keep the rain off), but small (to be maneuverable in a crowd).

You can solve physical contradictions with the TRIZ Separation Principles . These separate your requirements according to basic categories of Space, Time and Scale.

How to Use TRIZ Principles – an Example

Begin to explore TRIZ by applying it to a simple, practical problem.

For example, consider the specific problem of a furniture store in a small building. The store wants to attract customers, so it needs to have its goods on display. But it also needs to have enough storage space to keep a range of products ready for sale.

Using TRIZ, you can establish that the store has a physical contradiction. The furniture needs to be large (to be useful and attractive), but also small (to be stored in as little space as possible). Using TRIZ, the store owners generalize this contradiction into a general problem and apply one of the 40 Principles of Problem Solving – a key TRIZ technique – to it.

They find a viable general solution in Principle 1 – Segmentation. This advocates dividing an object or system into different parts, or making it easy to take apart. This could lead the owners to devise flat-pack versions of their furniture, so that display models can take up the room that they need while inventory occupies much less space per unit. This is the specific solution.

You, too, can use the 40 Principles of Problem Solving, or the 40 Inventive Principles, and the Contradiction Matrix to help you with your problem-solving.

Five Top TRIZ Concepts and Techniques

TRIZ comes with a range of ideas and techniques beyond the basic principles outlined above. Some are conceptual and analytical, such as:

• The Law of Ideality. This states that any system tends to become more reliable throughout its life, through regular improvement.
• Functional Modeling, Analysis and Trimming. TRIZ uses these methods to define problems.
• Locating the Zones of Conflict. (This is known to Six Sigma problem-solvers as " Root Cause Analysis .")

Some are more prescriptive. For example:

• The Laws of Technical Evolution and Technology Forecasting . These categorize technical evolution by demand, function and system.
• The 76 Standard Solutions . These are specific solutions devised to a range of common problems in design and innovation.

You can use one such tool or many to solve a problem, depending on its nature.

TRIZ is a system of creative problem solving, commonly used in engineering and process management. It follows four basic steps:

• Define your specific problem.
• Find the TRIZ generalized problem that matches it.
• Find the generalized solution that solves the generalized problem.
• Adapt the generalized solution to solve your specific problem.

Most problems stem from technical or physical contradictions. Apply one of hundreds of TRIZ principles and laws to eliminate these contradictions, and you can solve the problem.

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TRIZ – The Theory of Inventive Problem Solving

Posted by Tanner Zornes

TRIZ is a Russian acronym for The Theory of Inventive Problem Solving. TRIZ began in the 1940s by a soviet engineer named Genrich Altshuller. He recognized that technological advancements follow a systematic and natural progression. As a result, Genrich invented TRIZ, creating common solutions that can be redeployed to business problems for specific improvements. The 40 Principles of TRIZ are like the old idiom, “Don’t reinvent the wheel.” 

In other words, hundreds of really smart inventors have lived before today. TRIZ takes what is already created, adapts, and deploys it to solve today’s problems. Moreover, TRIZ uses tables of inherent contradictions and innovation principles, not trial and error, to reform the design challenge and remove physical contradictions.

• By this point in the DMAIC methodology, you should have a solid understanding of the problem that needs to be solved.
• Find the TRIZ General Problems that match your specific problem
• Identify which general solutions of TRIZ best apply to your specific problem.
• Lastly, apply the general solutions to your specific problem

Applying TRIZ

TRIZ works best in situations where other Six Sigma tools have not worked. Think of it as another way to find solutions that exist outside the normal process boundaries. You could use it during the Improve phase of the Six Sigma technique DMAIC (define, measure, analyze, improve, control) or the design phase of DMADV (define, measure, analyze, design, verify). ( reference )

You are not expected to memorize all 40 principles as part of your Six Sigma preparation. Rather, you should be familiar with each TRIZ principle in order to recognize answers on the exam. With that said, each of the below principles has been paired with a brief explanation and examples.

Principle 1: Segmentation

Divide an object into similar sections to add value to the product.

• Different-sized cutting guards on hair clippers.
• Focal lenses on a camera

Principle 2: Taking Out or Extraction

Take out the unnecessary portions of a product or extract the most necessary portions. As a result, the product becomes streamlined.

• Self-check-in apps for dining-in restaurants (taking out long wait times)
• Music playing in restrooms (without the actual musicians)
• Take out lactose in milk, and the result is an allergy-friendly milk

Principle 3: Local Quality

Adjust item properties to fit user/application requirements.

• Ergonomic keyboards
• Pens with erasable ink

Principle 4: Asymmetry

Modify an object from a balanced state to an uneven state. Though contrary to nature, asymmetry adds value to a variety of products.

• Water bottles (small spout for easy drinking, large base to hold water)
• Pencil Grips

Principle 5: Merging, Consolidation, or Combining

Combine concepts, items, or systems with those of similar properties. Consequently, the objective becomes more lean.

• Printers that can print in color and black and white
• Roofers that put up Christmas lights during the winter season

Principle 6: Universality

Consolidate parts of an object into one singular function. With this in mind, the product receives a wider application of use.

• A tablet compared to a laptop when you are on the go.
• USB drivers verses CDs or floppy disks.

Principle 7: Nested Doll

Similar to Russian nesting dolls, objects fit inside each other. This allows for space consolidation.

• A portable chess set:
• Stackable chairs

Principle 8: Anti-Weight

Offset the weight of an object by combining it with things that provide lift. That is to say, the object has less weight.

• Hot air balloons
• Hydraulic car jacks

Principle 9: Preliminary Anti-action

Implement measures to control harmful actions or consequences DURING a necessary process.

• Cars with vehicle blind spot monitors in order to avoid collisions when changing lanes

Principle 10: Preliminary Action

Perform the required change in ADVANCE. To clarify, the action occurs before a process begins.

• Boxed furniture that contains pre-drilled holes for assembly
• Cell phone notification when power is low, which prevents the phone from dying

Principle 11: Beforehand Cushioning

In cases where there is low consistency, provide a means for cushioning the worse-case scenarios.

• Sprinkler systems in case of fires
• Emergency shut-off switches

Principle 12: Equipotentiality

Solutions that involve a change to an object’s environment enable the desired results compared to a direct change to the object.

• Laundry chute – using gravity to bring your laundry downstairs

Principle 13: The Other Way Around

Do it in reverse or opposite ways, such as drive-thru restaurants vs. sit-in diners.

Principle 14: Spheroidality – Curvature

Introduce a bend or shape to an object. In addition, this includes how the object moves.

• Archways expand the inside of buildings, which allows more room and improved acoustics.
• A drill gun’s motion compared to a hammer’s motion

Principle 15: Dynamics

Change an object or system in order to create optimal flow.

• Pressure valves for gas and liquid control

Principle 16: Partial or Excessive Actions

If optimal performance cannot be achieved, aim for more or less to create the desired effect.

• Using paint primer on an object before the actual painting process

Principle 17: Another Dimension

Take an object from one dimension or plan to two planes. This includes two dimensions to three, or vice versa.

• Spiral staircase compared to normal stairs
• A desk shipped pre-assembled versus assembled in advance.

Principle 18: Mechanical Vibration

Introduce vibration to an object. Though contrary to Six Sigma’s goal to reduce process variation, increased vibration is beneficial under the right circumstances

• Electric toothbrush, which allows for better teeth cleaning compared to a normal toothbrush
• Increased vibration in a foot massage leads to a better stronger massage

Principle 19: Periodic Action

Change a steady action to occur in intervals. This allows users to increase or decrease magnitude during the process.

• Lights and sirens on a fire truck notify other cars to move
• Spring-loaded nerf guns

Principle 20: Continuity of Useful Action

Continuous flow of a process or object. This can also include eliminating idle objects.

• Dams use falling water, thus generating electricity.
• Crossfit exercise routines, which consequently create a more complete workout.

Principle 21: Skipping or Rushing Through

Conduct at-risk or harmful stages at high speeds in order to avoid extra damage.

• Friction can heat up an object, which leads to warped material. Faster cutting speeds prevent more warping.

Principle 22: Blessing in Disguise – Harm into Benefit

Make the most out of harmful factors in order to create a positive effect.

• Composting, such as tossing egg shells into a garden to improve soil quality
• Rebuilding infrastructure after natural disasters

Principle 23: Feedback

Add performance data to a process or object. A Six Sigma example of feedback is Statistical Process Control .

• Automated survey inquiries allow people to receive quick feedback from customers.
• Audiovisuals on the TV so that viewers can know the TV volume

Principle 24: Intermediary/Mediator

Use an intermediary vehicle or process. In other words, using someone or something as a link between two processes.

• Using email in order to distribute communication to a group of people
• US Postal Services, which ships goods or letters between people
• Food processors so that people without teeth can eat, too!

Principle 25: Self-Service

An object or process that services itself or provides auxiliary assistance.

• Automated phone call screening so that callers are connected to the correct department.
• Car wash stations that include self-vacuum stations so that customers can clean inside and outside of their car!

Principle 26: Copying

Use less expensive material that is more accessible to replace expensive and less available parts.

• 3-D Printing
• Replacing metal components with high durable plastic ones

Principle 27: Cheap Short-Living Objects

Replace expensive, quality objects with multiple cheaper objects. This leads to a compromise on certain quality aspects, but provides lower costs.

• Glass plates and cups are nice until you need to wash them. However, paper plates and cups can be thrown away after use
• Washable diapers are cheaper compared to disposable diapers, but single-use diapers are more easy to use

Principle 28: Mechanics Substitution

Replace a mechanical system with an electronic, sensory, or chemical system.

• Dictation or saying words aloud to be typed compared to typing it out by hand
• A car fob can unlock the viable faster than using the car key slot

Principle 29: Pneumatics and Hydraulics

Use gas or liquid parts instead of solid parts.

• Hydraulic brakes compared to standard brakes
• Gel-filled insoles in shoes provide better foot support compared to standard insoles

Principle 30: Flexible Shells and Thin Films

Use flexible materials that are more durable, lighter, and cost effective. 

• Bullet-proof vests are made out of light-weight material called kevlar, which is better than heavy metal for firearm safety
• Bubble wrap is great for shipping goods because of its extra cushioning

Principle 31: Porous Materials

Add holes (pores) to an object. This leads to a lighter and less dense object.

• Homes that use fiberglass for insulation
• Sponges to absorb moisture

Principle 32: Color Changes

Change the color of an object or the color around the object.

• Camouflage, which allows users to blend in to their environment
• Lighter colored homes reduce heat absorption from the sun.

Principle 33: Homogeneity

The interaction of two or more objects of the same material or purpose.

• Blood transfusions only work if the user has the same blood type as the donor
• Wooden dowels to join pieces of wood together

Principle 34: Rejecting, Discarding – Recovering, Regeneration

Reject or discard the object after completion or recover it after completion.

• SpaceEx launch spacecraft and the rocket returns to the launch pad after ascent. As a result, the cost of space travel is reduced
• Climbing the career ladder by changing jobs

Principle 35: Parameter Changes

Includes any input/output change such as temperature, durability, or pressure. Lots of things can fit in this bucket!

• Move into a larger work space in order to increase output
• Cakes batter baked at a lower temperature makes a better cake

Principle 36: Phase Transitions

Gradual changes to certain specs such as volume or pressure.

• Switching gears in a vehicle, which reduces gas consumption
• Move objects to cooler temperatures such as a fridge to decrease its heat

Principle 37: Thermal Expansions

Use heat or pressure in order to achieve desired results.

• Use heat to expand pipes so that they can connect. Cool pipes to cement them

Principle 38: Accelerated Oxidation

Replace common air with oxygen rich air.

• Ventilators assist to treat patients that struggle to breath
• Oxygen rich air is better fuel for fire, which can be applied during heat treatment

Principle 39: Inert Atmosphere

Negate moving or changing settings with less mobile or chemically inactive spaces

• Fire extinguishers work to move oxygen way from the flames. This results in putting out the fire
• Vacuum sealed bags are great space savers because the air is taken out of the object

Principle 40: Composite Materials

Unlike principle 5, composite materials combine different types of materials together.

• The body of an aircrafts is made of metals, foam, plastics, kevlar, and more. The principle also applies to the insides of vehicles.

IASSC Green Belt Sample Question

Question: Which of the following ideas best follows the TRIZ principle of “The Other Way Around?”

(A) Using hydraulic technology over gas-powered equipment

(B) Utilizing a trash compactor to maximize tonnage per pickup

(C) Baking cookies at a higher temperature

(D) Escalators in an airport or mall

Unlock Additional Members-only Content!

Thank you for being a member.

D: “The Other Way Around” (Principle 13) refers to the opposite way of doing something. Stairs requires people to move in a stationary environment whereas escalators create a moving environment while the people remain stationary.

Additional Resources

https://www.aitriz.org/articles/40p_triz.pdf – This is a great book extract for anyone who wants to practice TRIZ.

Comments (1)

MODIFIER program is based on ARIZ, TRIZ tools (algorithmized method of finding innovative solutions) essentially an electronic guide to the stages of the search workflow solutions of inventive problems. Designed for learning and mastering (by examples) data techniques, as well as for further independent work on the search innovative solutions (the language in one version is Russian, in the other – English). Added 4 more PROGRAMS. “MODIFIER” program (version 1.7): https://b-b.by/modules/tr/mco_eng.htm

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What is TRIZ?

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Case Studies

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TRIZ is a systematic approach for understanding and solving any problem, boosting brain power and creativity, and ensuring innovation. 

We regularly run live webinars to provide an overview of TRIZ processes and tools, register for free to find out more?

Watch with German subtitles /  Mit Deutschen Untertiteln >>

The Origins of TRIZ

Beginning in 1946 and still evolving, TRIZ was developed by the Soviet inventor Genrich Altshuller and his colleagues. TRIZ in Russian = Teoriya Resheniya Izobretatelskikh Zadatch or in English, The Theory of Inventive Problem Solving. Years of Russian research into patents uncovered that there are only 100 known solutions to fundamental problems and made them universally available in three TRIZ solution lists and the Effects Database .

Through enabling clear thinking and the generation of innovative ideas, TRIZ helps you to find an ideal solution without the need for compromise. However it is not a Theory - it is a big toolkit consisting of many simple tools - most are easy to learn and immediately apply to problems. This amazing capability helps us tackle any problem or challenge even when we face difficult, intractable or apparently impossible situations. 

TRIZ helps us keep detail in its place, to see the big picture and avoid getting tripped up with irrelevance, waylaid by trivial issues or seduced by premature solutions. It works alongside and supports other toolkits, and is particularly powerful for getting teams to work together to understand problems effectively, collectively generate ideas and innovate.

Developed by Oxford Creativity, Oxford TRIZ™ is simpler than standard or classic TRIZ. Its tools and processes are faster to learn and easier to apply. Oxford TRIZ is true to classic TRIZ (neither adding nor removing anything) but it delivers: 

More powerful results

Faster and easier ways to learn and apply triz, step-by-step processes for applying triz toolkits, 'at a glance' understanding, supported by our hallmark commissioned cartoons (from clive goddard), philosophy of making every session effective, efficient and fun, gap-filling where other toolkits fall short.

TRIZ enthusiasts who have failed to use TRIZ effectively or to embed TRIZ into their organisations hail Oxford TRIZ as revelatory.

Very impressed with how Oxford Creativity has been able to create a methodology for applying TRIZ that can be widely used.

"I have learnt new and powerful ways of looking at problems differently to come up with new and viable solutions. It is a toolset that I think all engineers would find useful. "

Michelle Chartered (Aeronautical) Engineer

Join one of our free webinars to learn more about TRIZ, its tools and how they can help you create innovative solutions to your problems.

Alternatively, sign up for Oxford TRIZ Live - Fundamental Problem Solving, our new online course that will give you a solid foundation in TRIZ concepts, tools and techniques and get you using them from day one.

History of TRIZ 

How did triz start who was the founder altshuller.

It seems unfair that the work of Altshuller, perhaps one of the greatest engineers of the twentieth century remains quite obscure; especially as the his powerful findings enhances and transforms the work of managerial and technical teams in most countries of the world. He was a remarkable and charismatic man who innovated innovation and inspired many, as an inventor, teacher, and science-fiction author (Altov). The stories about Genrich Saulovich Altshuller (1926-1998) founder of TRIZ,  derive mostly from those who worked with him, a community of Jewish intellectuals from Ukraine, Russia, and other countries once part of the Soviet Union. Many of these left Russia when they could, in the early 1990’s, taking TRIZ with them, to reach business and technical communities all over the world. Although TRIZ is a Russian acronym*, in today’s troubled world it is worth emphasising that TRIZ is much more Zelensky than Putin – as it was developed in a Siberian Gulag by those who stood up to Stalin.

Altshuller's groundbreaking work in the field of creative problem-solving derives from analysing the patent database and identifying and sharing the patterns of success in the world’s published knowledge. This is unlike most other creative techniques which cluster round brain prompts to improve brainstorming. TRIZ contains all these too, but they seem less significant than the power of the unique solution techniques uncovered by the TRIZ community in the last century.

Altshuller’s life

Genrich Saulovich Altshuller was bought up in Baku, Azerbaijan, but was born in Tashkent, Uzbekistan on October 15, 1926, at those times both countries were a part of the Soviet Union. Just too young to serve in World War II, Altshuller was patenting his inventions from 1940 when he was just 14.  He trained as a diver and electrician and later at the Azerbaijan Oil and Chemistry Institute in Baku. Altshuller joined the Soviet Navy as a mechanical engineer in his early twenties and worked in the Baku patent department, interacting with the Caspian Sea flotilla of the Soviet Navy where, as in all wars, creativity and invention flourished; this had a profound impact on his thinking and future endeavours. It was here that he began to formalize his Theory of Inventive Problem Solving, together with his colleague Raphael Shapiro. TRIZ was born out of the pair's aspiration to create a systematic approach to problem-solving that could replace the hit-or-miss strategies often used by inventors.

Altshuller’s genius observation of the frequent occurrence of identical solutions in different industries

Altshuller ’bottled’ the inventive process. He identified how frequently inventors duplicate each other’s work as they unknowingly reinvent the wheel. They fail to recognise that their efforts are repeating work already achieved (and documented), because their results are published in their own specialist technical language. Altshuller could see how science and engineering (by this time segmented and specialised) had become a ‘Tower of Babel’** because each discipline had its own different technical jargon. It was as if there were now many tribes in technology, with their own tribal language, which they used to write their papers and patents; (Chemists spoke chemistry and physicist spoke physics etc.). Altshuller showed that by stripping out details (which removed most technical jargon) both the problems being solved and their answers were revealed. This research showed that there are only about 100 fundamental ways to solve any problem. Altshuller and his teams gave these ‘ hundred answers to anything’ in three overlapping lists which show us how to:-

• Resolve contradictions (40 Principles)
• Invent future Products (8 Trends)
• Deal with Harms, boost insufficiencies and measure or detect (76 Standard Solutions)

These concept solutions underly all inventive problem-solving and they help us solve particular problems  through using the TRIZ Contradiction Matrix and Separation Principles and TRIZ Function Mapping. Also there is the TRIZ Effects Database which answers ‘how to’ questions – so if we wanted to know how to ‘change viscosity’ it would show us all published ways and give an explanation of each. (see   https://www.triz.co.uk/triz-effects-database )

Development of TRIZ:

Altshuller and his TRIZ community created their database of technical problems and solutions from various industries by undertaking an exhaustive study of patents, scientific literature, and innovation history. TRIZ  ‘uncovered’ all the ways humankind knows to tackle tough challenges and was a vast collaboration of many (including Rafael Shapiro) to formalise the TRIZ methodology by identifying patterns and principles common to all successful inventive solutions. TRIZ aimed to stop needless time-wasting duplication by providing a systematic approach to enable anyone to overcome problems and recognise and resolve contradictions, deal with harms and barriers in their work.

Once built the TRIZ foundations were their gift to the world distilling a vast store of human wisdom into the 3 simple lists of TRIZ concepts. Some erroneously describe TRIZ as complicated because it derives from more rigour and research than all other toolkits put together, but its power is its logical steps and simplicity. It is as easy as learning chess - each tool is can be quickly understood to see how it can be ‘played’ in specific ways – the challenge is knowing how to combine the tools together. There are as many solutions to problems as outcomes in chess – mastering both takes quick learning (and talent?) and then as much practice as possible.

Soviet Suppression:

Despite its immense potential, TRIZ was not initially well-received by the Soviet government, Altshuller's claim that scientists and engineers duplicated each other’s work  was unacceptable "non-conformist" thinking, and TRIZ was initially labelled as "bourgeois pseudoscience." Altshuller, along with several of his colleagues, often faced oppression, and their work was kept underground in several different periods. By the late 1940s Altshuller was arrested on political charges and spent time in the infamous Vorkuta Gulag in the Russian Arctic before being released in 1954 (after Stalin’s death). On his arrest the KGB ‘interviewed’ his widowed mother, killing her by pushing her from the balcony of her flat. Despite these setbacks, his determination to pursue his theories did not wane even in the Gulag which he described as his university of life.

Upon his release, Altshuller returned to his work with renewed vigour, working through thousands of patents, extracting their patterns of problem-solving into the TRIZ lists, and also uncovering the contradiction toolkit and the other creative concepts essential to tackling problems such as the Ideal and  Ideality, Thinking in Time and Scale (9 boxes) plus many other tools for idea generation.

Recognition and success

Altshuller's determination prevailed, and in the 1960s, he managed to publish some of his TRIZ-related works. He also conducted lectures and workshops to disseminate the principles of TRIZ across the Soviet Union and beyond. His community expanded to include school children from his fortnightly TRIZ comics and his most famous book ‘And Suddenly the Inventor Appeared’. His ideas gained traction among engineers, leading to the formation of TRIZ associations and study groups. After 1990 the political reforms which swept the Soviet Union and its territories enabled TRIZ to surge in popularity and recognition. Altshuller's efforts were finally acknowledged, and he received numerous awards and honours for his groundbreaking work.

TRIZ Today?

Genrich Altshuller's legacy lives on through TRIZ, which continues to influence problem-solving and innovation processes worldwide. TRIZ has been integrated into various industries, including engineering, product development, and management, allowing practitioners to find inventive solutions efficiently. It has proved an essential innovation toolkit in countries like South Korea, China and Japan where they have moved to the top of Patent league tables, pushing aside counties like the UK where there is no official or university take up (exceptions include the universities of Imperial and Bath). However one the world’s leading TRIZ consultancies is based in the UK and created the popular Oxford TRIZ TM.   Russian TRIZ development seems to be detailed and complicated (the opposite of TRIZ simplicity)

Altshuller's Legacy

Altshuller’s income derived more from his writings than his TRIZ work because he made TRIZ free to the world and public domain. Altshuller published so many books, articles, and scientific papers, which inspire  and clarify the thinking of generations of inventors, innovators, and problem-solvers. In his later years he developed Parkinson’s disease, and he worked on sharing all the habits of geniuses and his last book was called ‘How to be a genius or heretic’ and he died on September 24, 1998, in Petrozavodsk, Russia. Altshuller's work has influenced numerous fields, including engineering, business strategy, and software development. Despite TRIZ being less known than other toolkit , his impact on the world remains undeniable if still largely under-appreciated. The power of TRIZ for boosting genius brain power, inventive problem-solving and innovation could change the world for the better if only it was known and accepted everywhere.

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TRIZ: The Theory of Inventive Problem Solving

The application of TRIZ transcends industry boundaries, offering a universal toolkit for tackling complex problems and fostering innovation.

• Introduction to TRIZ

TRIZ, an acronym for “Teoriya Resheniya Izobreatatelskikh Zadatch” in Russian, translates to the Theory of Inventive Problem Solving in English. It is a problem-solving, analysis, and forecasting methodology derived from the study of patterns of invention in the global patent literature. It was developed by the Soviet inventor and science fiction author Genrich Altshuller and his colleagues, starting in 1946. TRIZ presents a systematic approach to understanding and solving complex problems and generating innovative solutions.

Table of Contents

Early life and the gulag experience, development of triz, 1. identification and resolution of contradictions, 2. 40 inventive principles, 3. patterns of technological evolution, 4. the ideality concept, 5. use of resources, 6. algorithm of inventive problem solving (ariz), engineering and manufacturing, automotive industry, aerospace and defense, healthcare and pharmaceuticals, information technology and software development, business and management, environmental and social challenges, cross-industry relevance, integration with other methodologies, facilitating rapid innovation, addressing complexity and sustainability, digitalization and triz software, education and training, the history of genrich altshuller and the origin of triz.

Genrich Altshuller was born in 1926 in the Soviet Union. From a young age, he showed a keen interest in invention and problem-solving. His journey into the development of TRIZ began with his work at the patent office, where he was exposed to a vast array of inventions and began to recognize patterns in the way problems were solved innovatively.

However, Altshuller’s life took a dramatic turn in 1950 when he was imprisoned in the Gulag. His imprisonment was due to a letter he sent to Joseph Stalin, suggesting improvements to the Soviet innovation system. While this period was challenging, it was also a time of intense reflection and learning for Altshuller. He used his time in the Gulag to develop his ideas on inventive problem-solving further, laying the foundational work for TRIZ.

After his release, Altshuller continued to refine TRIZ. He analyzed over 200,000 patents, identifying those that represented inventive solutions to problems. From this analysis, he discerned patterns and principles that could be applied to foster innovation. Altshuller identified that inventive solutions often resolved contradictions and utilized specific principles that could be generalized and applied across different fields.

Core Principles of TRIZ

TRIZ is founded on a set of core principles that guide individuals and organizations in the process of inventive problem-solving. These principles are designed to systematically address and overcome challenges, fostering innovative solutions. Here’s an in-depth look at some of the key principles that form the backbone of TRIZ:

Contradictions are at the heart of problems in TRIZ. Instead of compromising, TRIZ encourages identifying and resolving these contradictions to find an innovative solution. TRIZ differentiates between physical and technical contradictions:

• Physical contradictions occur when an object or system needs to exhibit mutually exclusive properties. TRIZ suggests using separation principles in time, space, condition, or between parts and the whole to resolve these contradictions.
• Technical contradictions arise when improving one parameter degrades another. TRIZ offers 40 inventive principles to resolve these contradictions without compromise, guiding users to a solution that enhances the system.

The 40 inventive principles of TRIZ provide a systematic approach to solving technical contradictions. These principles are generalized from the analysis of thousands of patents and serve as a toolkit for innovative problem-solving. Each principle, ranging from segmentation to dynamization to self-service, offers a strategic direction to overcome specific types of challenges.

TRIZ identifies several patterns in the evolution of systems and technologies, suggesting that innovation is not random but follows certain trends. Understanding these patterns can help innovators anticipate the next steps in the development of a product or process. Some of these patterns include increasing ideality, evolving through stages of evolution, and transitioning from macro to micro-level solutions.

Ideality is a core concept in TRIZ, emphasizing that the best solution is one that maximizes benefits while minimizing harm and cost. The Ideal Final Result (IFR) is an endpoint where the desired function is achieved with minimal negative consequences. Thinking in terms of ideality encourages innovators to aim for the optimal solution, pushing beyond incremental improvements.

TRIZ encourages the efficient use of resources, urging problem solvers to make the most of what is already available in the system or its immediate environment. This principle promotes sustainable innovation, as it leverages existing materials, energy, information, and time, reducing waste and minimizing the need for additional inputs.

ARIZ is a structured methodology within TRIZ that provides a step-by-step framework to solve complex problems when simpler TRIZ tools are insufficient. It guides the user from problem definition to the removal of technical contradictions, leading to the identification of innovative solutions.

Application of TRIZ Across Various Domains

The versatility of TRIZ lies in its broad applicability across different industries and challenges. It offers a structured approach to problem-solving that can be tailored to the unique demands of various fields. Here’s a closer examination of how TRIZ is applied across different sectors and the value it brings to each:

TRIZ originated in the realm of engineering, and it continues to hold significant value in this domain. Engineers use TRIZ to overcome design challenges, improve product performance, and enhance manufacturing processes. By identifying and resolving technical contradictions, engineers can develop innovative solutions that improve efficiency, reduce costs, and enhance product quality.

The automotive sector employs TRIZ to drive innovation and solve complex engineering problems. From enhancing vehicle performance to improving safety features and reducing environmental impact, TRIZ helps automotive engineers and designers to push the boundaries of what is possible, leading to the development of cutting-edge vehicles.

In aerospace and defense, where the cost of failure can be extraordinarily high, TRIZ offers a systematic approach to solving complex problems and generating innovative solutions. It’s used in the design of aircraft, spacecraft, and defense systems, helping to address critical challenges, optimize performance, and foster breakthrough innovations in these high-stakes fields.

TRIZ is increasingly being applied in the healthcare and pharmaceutical industries to improve medical devices, patient care processes, and drug development. By using TRIZ principles, medical professionals and researchers can find inventive solutions to enhance patient outcomes, streamline healthcare delivery, and accelerate the development of new treatments.

While TRIZ is traditionally associated with physical engineering, its principles are equally applicable to software development and information technology. Developers use TRIZ to design innovative software solutions, troubleshoot complex system issues, and enhance user experience. The methodology’s emphasis on identifying and resolving contradictions is particularly valuable in the iterative and problem-rich environment of software development.

In the business realm, TRIZ is not limited to product innovation but also extends to improving organizational processes, strategy development, and problem-solving in management. It offers business leaders and entrepreneurs tools to navigate complex challenges, identify growth opportunities, and foster a culture of innovation within their organizations.

TRIZ’s principles can be applied to address broader environmental and social challenges by fostering sustainable innovation and creative problem-solving. Its focus on ideality, where the ideal solution achieves the desired outcome with minimal resources and negative impact, aligns well with the principles of sustainability and social responsibility.

Educators are incorporating TRIZ into their curricula to teach students systematic problem-solving and innovative thinking. By learning TRIZ, students across various disciplines acquire a powerful toolkit for tackling complex problems, preparing them to become the innovators and problem-solvers of tomorrow.

TRIZ in Today’s Context

In our contemporary era, characterized by rapid technological advancements and an increasing rate of change across various industries, TRIZ offers a timeless yet adaptable framework for innovation and problem-solving. Its relevance extends far beyond its initial engineering and manufacturing domains, permeating fields such as business strategy, software development, healthcare, and even education. Here’s a closer look at how TRIZ is applied today and its enduring impact on modern problem-solving and innovation:

TRIZ’s principles are universal, transcending the boundaries of specific industries. Its tools and techniques are applicable wherever problems need to be solved and innovations are sought, making it a versatile methodology in today’s interdisciplinary and interconnected world. Industries as diverse as automotive, aerospace, consumer electronics, and pharmaceuticals have embraced TRIZ to foster innovation and tackle complex challenges.

Modern problem-solving often involves a hybrid approach, combining various methodologies to harness their collective strengths. TRIZ complements other frameworks like Lean, Six Sigma, and Agile, providing a structured approach to creativity and innovation. For instance, while Six Sigma focuses on reducing variability and Lean on minimizing waste, TRIZ provides a systematic process for identifying and solving the underlying problems that contribute to inefficiency and waste.

The pace of innovation today is relentless, with companies under constant pressure to bring new and improved products to market swiftly. TRIZ accelerates the innovation process by providing tools that systematically generate breakthrough ideas and solutions, reducing the time spent on trial and error. Its focus on identifying and resolving contradictions helps innovators quickly pinpoint effective solutions.

As products and systems become increasingly complex, traditional problem-solving methods often fall short. TRIZ excels in tackling complexity by breaking down problems into their fundamental elements and identifying underlying patterns. Moreover, the emphasis on ideality in TRIZ, where the best solution achieves the desired outcome with minimal negative impacts, aligns well with the growing focus on sustainability. It encourages innovators to consider the environmental and social implications of their solutions.

The digital transformation has introduced new tools and platforms that enhance the accessibility and application of TRIZ. Various software solutions now offer TRIZ functionalities, enabling users to apply its principles more efficiently and effectively. These digital tools can guide users through the TRIZ process, from problem definition to solution generation, making the methodology more accessible to a broader audience.

Recognizing the value of TRIZ, educational institutions and corporate training programs increasingly incorporate its principles into their curricula and professional development initiatives. This educational integration helps cultivate a new generation of thinkers who are equipped with the tools to approach problems innovatively and systematically.

Genrich Altshuller ‘s TRIZ stands as a testament to human resilience and ingenuity. Born from the depths of the Gulag, it has evolved into a powerful tool for innovation, demonstrating that systematic approaches can unlock creative solutions to even the most daunting problems. As we face new challenges in an increasingly complex world, TRIZ provides a beacon of structured, inventive problem-solving that can guide individuals and organizations toward groundbreaking solutions.

Research and Practice on the Theory of Inventive Problem Solving (TRIZ)

Linking Creativity, Engineering and Innovation

• © 2016
• Leonid Chechurin 0

Lappeenranta University of Technology, Lappeenranta, Finland

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• Introduces the Theory of Inventive Problem Solving (TRIZ) and its practical applications
• An exhaustive collection of articles on TRIZ-assisted systematic creativity
• Elicits the scientifically founded approach to forecasting evolution of technological systems, products and processes

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Table of contents (17 chapters)

Front matter, introduction.

Leonid Chechurin

Scientific Articles

Elevate design-to-cost innovation using triz.

• Zulhasni bin Abdul Rahim, Nooh Abu Bakar

The Effectiveness of TRIZ Tools for Eco-Efficient Product Design

• Issac Sing Sheng Lim

Using Enhanced Nested Function Models for Strategic Product Development

• Horst Th. Nähler, Barbara Gronauer

Taming Complex Problems by Systematic Innovation

• Claudia Hentschel, Alexander Czinki

TRIZ Evolutionary Approach: Main Points and Implementation

• Victor D. Berdonosov, Elena V. Redkolis

Contradiction-Centred Identification of Search Fields and Development Directions

• Verena Pfeuffer, Bruno Scherb

Five-Step Method for Breakthrough

• Vladimir Petrov

TRIZ in Enhancing of Design Creativity: A Case Study from Singapore

• Iouri Belski, Teng Tat Chong, Anne Belski, Richard Kwok

TRIZ-Supported Development of an Allocation System for Sheet Metal Processing

• Barbara Gronauer, Horst Th. Nähler

TRIZ Events Increase Innovative Strength of Lean Product Development Processes

• Christian M. Thurnes, Frank Zeihsel, Boris Zlotin, Alla Zusman

Advanced Function Approach in Modern TRIZ

• Oleg Feygenson, Naum Feygenson

TRIZ as a Primary Tool for Biomimetics

• Julian Vincent

Using TRIZ in the Social Sciences: Possibilities and Limitations

• Joris Schut

Linking TRIZ and Cross-Industry Innovation: Evidence from Practice

• Peter Meckler

TRIZ and Big Systems

• Bakhturin Dmitriy
• Innovation assessment
• Knowledge harvesting
• Patent mining
• Problem solving
• Engineering Economics

About this book

This book clarifies the common misconception that there are no systematic instruments to support ideation, heuristics and creativity. Using a collection of articles from professionals practicing the Theory of Inventive Problem Solving (TRIZ), this book presents an overview of current trends and enhancements within TRIZ in an international context, and shows its different roles in enhancing creativity for innovation in research and practice. Since its first introduction by Genrikh Saulovich Altshuller in 1956 in the USSR, the TRIZ method has been widely used by inventors, design engineers and has become a standard element of innovation support tools in many Fortune 500 companies. However, TRIZ has only recently entered the domain of scientific publications and discussion. This collection of articles is meant as a record of scientific discussion on TRIZ that reflects the most interesting talking points, research interests, results and expectations. Topics such as Creative and Inventive Design, Patent Mining, and Knowledge Harvesting are also covered in this book.

Editors and Affiliations

About the editor, bibliographic information.

Book Title : Research and Practice on the Theory of Inventive Problem Solving (TRIZ)

Book Subtitle : Linking Creativity, Engineering and Innovation

Editors : Leonid Chechurin

DOI : https://doi.org/10.1007/978-3-319-31782-3

Publisher : Springer Cham

eBook Packages : Business and Management , Business and Management (R0)

Copyright Information : Springer International Publishing Switzerland 2016

Hardcover ISBN : 978-3-319-31780-9 Published: 20 September 2016

Softcover ISBN : 978-3-319-81117-8 Published: 11 June 2018

eBook ISBN : 978-3-319-31782-3 Published: 12 September 2016

Edition Number : 1

Number of Pages : X, 281

Number of Illustrations : 68 b/w illustrations, 58 illustrations in colour

Topics : Innovation/Technology Management , Engineering Economics, Organization, Logistics, Marketing , Artificial Intelligence , R & D/Technology Policy , Data Mining and Knowledge Discovery

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