TRIZ Inventive Principles
17 through 24

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TRIZ Inventive Principles 1 - 8

TRIZ Inventive Principles 9 - 16

17. Another Dimension

When proven tools and techniques cannot solve problems try to use another dimension. Example:

• Transformation of functional structure of organization to process oriented organization.
• Redistributed responsibility and authority, i.e. split project management authority between the project manager and the department manager

18. Mechanical Vibration

The inventive principle ‘Mechanical Vibration’ implies a way of improving system/process performance by increasing the PDCA loop frequency. By varying the frequency, amount and content of information in a loop, it is possible to create different effects.

19. Periodic Action

The inventive principle ‘Periodic Action’ implies the use of periodic actions instead of continuous vibration. In quality management use an alternate PDCA cycle for incremental improvements and PDSA cycle for quantum leap improvements.

20. Continuity of Useful Action

The inventive principle ‘Continuity of Useful Action’ implies continuing the useful function or eliminating idle time or eliminating or shortening the duration of harmful functions.

Example: the KANBAN system

1. Define the problem
2. Document the current situation
3. Visualize the ideal situation
4. Define measurement targets
5. Brainstorm solutions to the problem
6. Develop the Kaizen plan
7. Implement the plan
8. Measure, record and compare results to targets
9. Prepare summary documents
10. Create a short-term action plan, on-going standards and sustainment plan

21. Skipping

Skipping or rushing through involves conducting a hazardous or costly operation at a high speed in order to minimize harmful effects.

The example in the picture shows the procedure of conflict-solving. Any conflict that causes delay (a harmful function) will cause loss of revenue (an effect). For that reason conflicts should be resolved as quickly as possible.

22. Covert Harm to Benefit

Blessing in Disguise means converting a harmful function/effect into a useful function/effect.

For Example:

We can run a process at maximum process setting. Discover the created defects from this possible setting. Then we can address these possible defects. For example, we can create documentation that shows these defects.

Another example is a customer corrective action. During this process you determine the root cause of the corrective action and then correct the root cause. Then you take these actions and apply them to other products to prevent possible issues.

23. Feedback

Feedback information means process information sent to the process owner about the process results. This lets the process owner adjust its current and future operations in order to achieve the desired objective.

Examples:

• Statistical Process Control (SPC): measurements are used to decide when to modify a process.
• Implementing Customer Satisfaction measurement.

24. Intermediary

The inventive principle ‘Intermediary’ refers to the use of an intermediate carrier between two objects, systems or persons.

Example:

• A consultant provides unbiased professional or expert advice in a particular area such as quality management, security, safety, environment, etc. 
• The QMS Auditor is a person appointed and authorized to examine documents and records, processes and other elements of a quality system to determine their conformity with requirements.

References

Gennady Retseptor, 40 Inventive Principles in Quality Management, http://www.realinnovation.com/archives/2003/03/a/01.pdf

Darrell Mann, Hands –On Systematic Innovation for Business and Management, IFR Press 2009, ISBN1-898546-73-8