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 monthly council meetings continued as different members shared their issues and experience in using the TRIZ structure to accelerate their innovation efforts. Some council members, however, had doubts about how it could apply to their industry or specific situations. At first they all assumed that innovation was something that applied to high-tech industries or research and development departments. But the applications discussed so far had been  practical and useful.

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.

Coffee cups filled, the council members sat down, interested to hear how Joyce, an executive in the insurance industry, had been able to use the ideal final result (IFR) to find a solution for the increase in claims processing that resulted from a government regulation change.

Joyce restated the definition of IFR—a description of the best possible solution for the problem situation, regardless of the original problem’s constraints—and went on to say the initial remedy of training new people to handle the extra work was far from satisfactory. She and her team agreed that their IFR was to maintain quality work with no or reduced additional training. Their contradiction had come down to:
• They want more trained/excellent employees
• They don’t want more trained/excellent employees

Editor’s note: This article continues the series exploring the TRIZ methodology, a problem-solving, analysis, and forecasting tool derived from studying patterns of invention found in global patent data. TRIZ identifies 40 principles, of which the ideal final result is one.

After seeing the successes achieved by Belinda and Josh from using the problem-solving methodology TRIZ, members of the executive council wanted to learn more about the 40 principles that made up the process and the structure it provides for innovative solutions. They wanted to know how this approach differed or aligned with lean. So, true to their commitment, they brought in Henrietta, a TRIZ consultant, for their next monthly meeting.

The council members listed the reasons they were interested in creativity and innovation:
• Reduce time to market
• Improve return on investment
• Improve quality
• Solve problems

Editor’s note: This article is the first in a series exploring the TRIZ methodolgy, a problem-solving, analysis, and forecasting tool derived from studying patterns of invention found in global patent data. TRIZ identifies 40 principles, of which segmentation is one.

Faced with increasing competition in a market where reverse engineering is an everyday occurrence, Belinda realized her company would have to embrace innovation as a strategy, if it was to stay ahead of the competition. It was not enough to introduce new products every few years, where the cost of failure could be rather high. Rather, innovation had to become a way of life at her company. Easier said than done.

Belinda had heard about TRIZ—a problem-solving, analysis, and forecasting tool derived from studying patterns of invention found in global patent data—at an American Society for Quality (ASQ) meeting and found the concept interesting. After learning more about the topic, she decided to try out one of the 40 principles: segmentation. It was the first principle and seemed doable.