Content By Akhilesh Gulati

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By: Akhilesh Gulati

In late 2010 an R&D lab at one of the world’s largest microprocessor manufacturers was tasked with identifying solutions to improve the effectiveness of a wireless power transfer system. This article summarizes the thought process and methods used in generating the associated problem model and how the general solution directions were identified.

Background

A wireless power system transmits electrical power “through the air,” as opposed to through a solid conductor such as wiring. As one can imagine, not being tethered to an electrical power outlet and not using batteries would be a big plus for a wide variety of electrical appliances, including computing platforms.

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By: Akhilesh Gulati

Sean was looking forward to the MEC meeting. He'd seen a potential application for TRIZ in a medical setting and wanted to discuss this with the group.

His mother had been suffering from digestive problems and had needed an endoscopy that she dreaded. He was worried that, apart from the initial investigation, there might be a need for performing a biopsy or perhaps treatment such as clipping off a polyp. Because she was getting along in age, he found it especially painful to watch her go through the procedure and wished there was a better, less intrusive way, especially given all of the new technology and miniaturization. “Couldn’t this technology be applied for her condition?” he had asked the doctor.

He was thrilled because the doctor’s response mentioned the development of something along those lines: a “robotic” pill. It was a sophisticated gadget that could be swallowed and then take images or deliver drugs for chronic conditions such as diabetes. Although he was disappointed that the robotic pill was still in preclinical trials, he hoped it might be available in time to benefit his mother.

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By: Akhilesh Gulati

Following last month’s meeting, Belinda, the executive council’s facilitator, contacted the group’s consultant, Henrietta, and explained that they were interested in seeing a step-by-step approach for problem solving with TRIZ, something akin to what they had learned with Six Sigma and 5S (one of the lean tools).

Henrietta was pleased by how the group had been using TRIZ and sharing their implementation stories with each other. She understood their desire to see some kind of a flow diagram—something that would allow them to view the different paths as they looked for an ideal solution. However, she was a bit hesitant in just sending them a copy of a process map. She strongly believed that people recall something more effectively when they are involved in the discovery and development of a process. Therefore she decided to help the group develop a TRIZ flowchart at the upcoming meeting.

Prior to the session, she requested that they submit their standard approach to problem solving before they had learned anything about TRIZ. After assimilating their different methodologies, she organized the group’s input into the following buckets:

Akhilesh Gulati’s picture

By: Akhilesh Gulati

Editor’s note: This article continues the series exploring structured innovation using the TRIZ methodology, a problem solving, analysis, and forecasting tool derived from studying patterns of invention found in global patent data.

Belinda started the My Executive Council (MEC) meeting on an upbeat note. She reiterated that during the last meeting, the council members’ minds had been opened to exploring other areas for possible TRIZ application.

They had discussed strengthening an environmental management system by applying TRIZ principles. She then told the group how she became acquainted with using TRIZ principles to develop eco-friendly products and asked if anybody had new ideas or examples of how they had applied TRIZ since their last meeting.

Akhilesh Gulati’s picture

By: Akhilesh Gulati

Editor’s note: This article continues the series exploring structured innovation using the TRIZ methodology, a problem solving, analysis, and forecasting tool derived from studying patterns of invention found in global patent data.

Last week’s executive council meeting ran long, but there were no objections because the council members were introduced to an advanced tool: functional analysis. They wanted to apply this tool when they returned to their businesses, but the holiday season and year-end tasks prevented that from happening.

Akhilesh Gulati’s picture

By: Akhilesh Gulati

Editor’s note: This article continues the series exploring structured innovation using the TRIZ methodology, a problem-solving, analysis, and forecasting tool derived from studying patterns of invention found in global patent data.


Members of My Executive Council (MEC) had been learning about and working on applying TRIZ for almost a year. Although not proficient enough to classify themselves as experts, some were interested in learning advanced concepts, especially Josh. He had been active not only in looking for TRIZ opportunities but also in sharing examples with his customers and suppliers.

Akhilesh Gulati’s picture

By: Akhilesh Gulati

Editor's note: This article continues the series exploring structured innovation using the TRIZ methodology, a problem-solving, analysis, and forecasting tool derived from studying patterns of invention found in global patent data.

Lessons about TRIZ learned at the monthly meetings of My Executive Council (MEC) had not only been eye-opening for most members, but also had piqued their curiosity to learn more. Because TRIZ is also about understanding how a problem has been solved in other areas, they were anxious to hear how TRIZ had been applied in other industries not represented by their group.

One of the suggestions from their consultant, Henrietta, had been to research uses of TRIZ. So she shared a couple of pharmaceutical case studies presented at the European TRIZ Association’s “TRIZ Futures Conference” in Florence, Italy.

Akhilesh Gulati’s picture

By: Akhilesh Gulati

Editor’s note: This article continues the series exploring structured innovation using the TRIZ methodology, a problem-solving, analysis, and forecasting tool derived from studying patterns of invention found in global patent data.

After last month’s meeting, a few councilmembers stayed late to talk with Josh about other examples of applying the TRIZ methodology in the marine industry. This conversation reminded him of a problem one of his customers had mentioned a few times, so Josh decided to visit him and see if TRIZ could help provide a solution. Josh invited Scott, his customer and the owner of a capacitor manufacturing business, to share his findings at this month’s meeting.

Akhilesh Gulati’s picture

By: Akhilesh Gulati

Editor’s note: This article continues the series exploring structured innovation using the TRIZ methodology, a problem-solving, analysis, and forecasting tool derived from studying patterns of invention found in global patent data.

The members of the executive council had been focusing on TRIZ for several months, learning its tools, and applying it in their own businesses with guidance from their consultant Henrietta.

Josh, who ran an electroplating business, was one of the ardent supporters. He had started his career as a marine engineer and had worked in a shipyard, eventually purchasing the business he currently operated. He still had an interest in ship design and was interested in learning how TRIZ could be applied in shipbuilding. He found, not surprisingly, that TRIZ had already been applied to solve some of the common issues in that industry, and he was anxious to share some of these examples with the group.

Akhilesh Gulati’s picture

By: Akhilesh Gulati

Editor’s note: This article continues the series exploring structured innovation using the TRIZ methodology, a problem-solving, analysis, and forecasting tool derived from studying patterns of invention found in global patent data.

Belinda started the My Executive Council (MEC) meeting with the normal formalities and business agenda. There was animated discussion of some of the lessons learned and solutions adopted by members who had volunteered their organization’s issues as case studies during the past six months. They agreed that joining the MEC had proved quite beneficial to them thus far, especially citing the additional benefit of having a TRIZ consultant (Henrietta) facilitate meeting sessions. Getting the meeting back to order, Belinda directed everyone’s attention to Lindsay, stating that he wanted to share his issue with the council members.

Lindsay, who owned a wholesale nursery, informed the group that he had been talking to Henrietta over the past month regarding this issue he had, and in the process had not only found the root cause of his problem, but had also learned something new. This is what he wanted to share with the council members.