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Systematic Innovation (public)

Intro to Systematic Innovation, TRIZ, Ideation, Innovation, DFSS, Idea Generation, and Problem Solving tools.
by

Dave Verduyn

on 21 February 2016

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Transcript of Systematic Innovation (public)

Step 1 of 8: Understand your Customers better than they understand themselves!
Since Customers (internal and external) are why we exist and the beneficiaries of all innovation, this critical step helps us begin to understand the customers' requirements by not only using conventional Voice of the Customer (VOC) methods, but also by recognizing the fact that customers, especially external, are simply not effective at articulating all the requirements that will win their future business. Special tools must be used to go beyond classic VOC.
Step 2 of 8: Situation Analysis
Step 3 of 8: Select the appropriate "Idea Generation Tool" for the job!
Step 5 of 8: Evaluate, Synthesize, and Select the best Concept
Step 6 of 8: Detailed Design
Step 7 of 8: Communicate Value to the Customer
Step 8 of 8:
Integrate and Standardize Lessons Learned
You want to "WOW the customer” and differentiate your offering from our competitors,
You have a tough technical or customer problem to solve,You need to reduce cost or complexity of our product or service,
You need to resolve a conflict (improving one thing degrades another),
You need to circumvent a competitor's patent,
You want to increase the top line revenues by offering new products or services,
You need to make sure we are solving the "right problems",
You need to better understand "future” customer and market needs,
etc.
... but we all know TOO MUCH structure can stifle Innovation and slow things down.
We start with The Kano Model to help us understand 3 different types of needs that are critical to success.
1
Common situations that call for "Inventive Thinking"
Got the right "tool" for the job?
Systematic Innovation Step 4 Problem Solving Tools,
Axiomatic Design,
Robust Engineering,
DFX (Design for X),
DOE (Design of Experiments),
FMEA (Failure Mode and Effects Analysis),
Subversion Analysis
and several others . . .
Step 4 of 8: Generate Ideas
Yes, but TOO LITTLE structure is even worse than TOO MUCH!
OK, even if Innovation could be appropriately structured, can it be taught and learned?
There are many people that experience difficulty when tasked to "innovate" and think "outside the box"?
Hundreds of these "Inventive Principles" and "Innovation Best Practices" have been extracted from the work done by these brilliant minds!
Many people believe Innovation is something only "the special" can do ...
... could adding some "structure" improve the Innovation Process for those who have difficulty?
FACT: Both extremes are
inefficient and ineffective!



There IS an "optimal amount" of balance and structure for everything!
... they think you're either born with it, or not!
Thanks for watching this brief INTRO! There's MUCH more detail on each of these 8-Steps! Contact us with questions OR to learn more:
We also recommend the CAGE Model which clearly shows you why typical Voice of Customer activities only show you part of what is needed for success. Search "CAGE Model" on YouTube for a 6 minute animated video tutorial to learn more.
Once we understand the customers requirements and the "key opportunities" from the VOC Opportunity Matrix, Situation Analysis helps us further understand the "problem and solution space" available for each targeted opportunities. This is done by creating a "Function Model" of the "problematic or opportune situation".
After this customer research, we thoroughly document the requirements and strategically prioritize opportunities using a tool called the "VOC Opportunity Matrix"
We often ask people which tool in your house is the best? Common answers include the hammer, screw driver, or duct tape. The correct answer is "It depends on the situation". The same applies for Idea Generation & Problem Solving tools.

You must pick appropriate tools for the job!
Be careful, you might get some bikini models in CAGEs in your search results! :)
"Got any new ideas?"
. . . and at the risk of over simplifying things, these "Principles and Best Practices" have been stripped of their subject matter, generalized and structured into a format that can be used in ANY industry.
"??"
could be
What IF. . . ?
...but isn't "Systematic Innovation" an Oxymoron?
Many people
It started with the study of great minds like these . . .
and thousands of other "not so famous", but equally brilliant inventors and problem solvers!
... but there are also numerous companies (and individuals) that consistently generate great ideas!
and where does it come from
The "CAGE Model"
The Function Model
One of Einstein's classic quotes was:
"If I were given an hour to solve a problem my life depended, I would spend 55 minutes studying it, and 5 minutes solving it."
Understandin the "situation" very well
Function Modeling helps us with 4 main things:
DEFINITION: A “Reformulated Problem” is a problem that has been elaborated to the point that allows for a completely different solution path than the original problem statement.
One of them is an 8-Step Process called "Systematic Innovation".
Several Classic VOC tools,
The Kano Model,
The CAGE Model,
Latent Needs Discovery Tools,
AHP (Analytic Hierarchy Process),
VAST (Verbatim Analysis Sorting Tool) Process,
The VOC Opportunity Matrix,
QFD's HOQ (optional),
Level 1 SA Modeling (optional),
and a few more . . .
Several Tools used in Step 1
Tools used in Step 2
Function Modeling
GTI RelEvent Diagrams
RCA (Root Cause Analysis)
2) Surface "Standard Problems"
3) Identify "Reformulated Problems"
ABSOLUTELY! There are many things that are being taught and learned that can SIGNIFICANTLY increase your individual and corporate "Innovation IQ"
Dough!
Now here's the really cool part . . .
If having the right tool(s) depends on the situation, what are the situations that call for "inventive thinking?"
We discovered many situations that call for inventive thinking, here are some of the more common ones . . .
The Tool Selection Matrix
Use the best tools for the job! Our unique "Tool Selection Matrix" helps the innovator select the most appropriate "Problem Solving" or "Idea Generation" tool for the "Reason to Innovate" listed on the left (pink) from the over 25 Idea Generation and Problem Solving tools (top yellow). The darker the intersection, the better the tool is for that Reason. (Note: The tools in yellow are the ones we will use in Step 4, Generate Ideas)
Biomimicry
Blue Ocean Strategy
Brainstorming
Brainwriting 6-3-5
Can’t fix it, Feature it!
Customer Modifications
DeBono’s Methods (6 Hats)
Ethnography
Function/Situation Analysis
Holistic Cube (11 perspectives)
Ideality and the Ideal System
Inventive Principles (40+)
Lateral Benchmarking
Lead Users / Early Adopters
Morphological Tables
MSE (Memorable Sensory Experience) Effect
Pagoda Effect
Painstorming
Patent Analysis
Patterns of System Evolution (19+)
Resources (5 categories)
The “Right People”
Scientific Effects (over 8500)
SCAMPER
Separation Principles (4)
Subversion
Super Lateral Benchmarking
Trend Analysis
TILMAG
Trimming Technique
TRIZ (Theory of Inventive Problem Solving)
Unexpected Uses
Value Innovation
and several more . . .
Left & Right Brained Idea Generation & Problem Solving Tools used in this Step 4
4) Surface "Future Problems"
DEFINITION: A “Future Problem” is a problem that the Customers don't recognise yet OR believe is impossible to solve so they don't care or talk about them.
Without Customers you do not exist!
This is another critical step after the front end of Product Development. Most organizations have adequate expertise and tools to support it. Many of the tools described in Step 4, Concept Generation, may also be utilized when doing the detailed design, especially when technical problems are encountered.
Common tools in this step
What's in it for ME?
Any new Innovation/Idea will die on the vine if your customers (Internal and/or External) don’t understand and buy into the idea’s Value Proposition. Why? . . .
The last step is retaining and integrating the key lessons learned in all 8 steps is essential to maintaining the gains on future projects. In this step we reflect, communicate, and standardize on the best practices and tools used in each step of the project.
2
3
4
5
6
7
8
The decision made in Concept Evaluation is an essential and nontrivial part of all design projects. Teams that make too quick of a decision on the “best concept” often have it come back to “haunt” them.
. is a method for evaluating concepts. The power of the Pugh technique is in having a comprehensive list of objective criteria to evaluate the alternatives.
Several methods for Concept Evalustion and Selection exist ranging from throwing darts, to simple multi-voting techniques, to sophisticated mathematical methods that take into consideration multiple opinions, confidence levels and risk.




Which one to use depends on the risk of making the wrong decision.
People don’t want their “boat rocked”
and Innovators do exactly that by upsetting the delicate balance.

New ideas are very often resisted!
In this step, to increase the likelihood of acceptance of new ideas. Several guidelines and tactics are explained on how to "sell" your ideas to improve the likelihood of acceptance to internal and external "Customers".
The following is a brief and "virtual conversation" about .
In the next few minutes we hope to ...
Innovation could be
"On Demand" and "Systematic"?
engage your mind,
enlighten your curiosity, and
enhance your knowledge of INNOVATION "Best Practices"
think so!
Training, Coaching, Workshops, Project Facilitation, On-Demand Webinars, Train the Trainer
This is the "HEART" of the Systematic Innovation Process. It's the main step where new ideas are born and problems are solved.

A diverse subset of "Innovation Tools" exist to generate new ideas and solve problems along the way.
His point is to understand your problem very well before generating any solutions!
Understanding the Problem & Solution Space
1) Clarify the Project Scope
"Left brained" tools based on Science and Technology
Right Brained tools based on Psychology
So, how does "Systematic Innovation" work?
It's time to show you!
A tool we often suggest is the Pugh Concept Evaluation technique . . .
Pugh Concept Evaluation
info@c2c-solutions.com -- www.c2c-solutions.com
... and it's a LOT MORE FUN than the 12-step process for recovering alcoholics!
?
To simply summarize:
"Systematic Innovation" is a process and set of continually evolving tools will improve YOUR ability to:
even odds
jumbo shrimp
cheap gas
instant classic
perfect idiot
civil war
false fact
short distance
a fine mess
almost pregnant
modern history
old news
constant change
mud bath
crash landing
quiet noise
rock opera
elevated subway
fresh frozen
free credit
science fiction

valuable junk
sanitary sewer
tragic comedy
resident alien
solo concert
boneless ribs
stationary orbit
paid volunteer
There are several ways to "modify" concept evaluation techniques to get rid of some of their inharent weaknesses.

Other techniques are used here to enhance the evaluation process.
... by creating New Value for your Customers!
TOO MUCH
TOO LITTLE
Continue (watching or clicking) for a brief intro to EACH of the 8-steps in the "Systematic Innovation" Process
Want to learn more?
Step 1: Understanding your Customer(s)
Step 2: Situation Analysis
Step 3: Select the Right Tool for the Job
Step 4: Idea Generation
Step 5: Concept Evaluation and Selection
Step 6: Detailed Design
Step 7) Communivcate Value
Step 8) Integrate and Standardize Lessons Learned
In the next step (Step 4) we learn and use the 25+ tools shown on the top (yellow) of this "Tool Selection Matrix"
One last point: You should consider these 8 Steps as a "Menu of Tasks." Use only the steps/tasks that are needed for your project or situation!
Over 30 uniquely effective techniques are used. Some are simple and can be learned in minutes, others are more complex and take time and practice to master and effectively use. Each of the tools have their own applications and unique benefits.
A comprehensive and diverse set of Idea Generation and Problem Solving Tools
info@c2c-solutions.com
Because new ideas disrupt and disturb social and political equilibriums.
One way we do this is by building a "Function Model" of the situation.
DEFINITION: A “Standard Problem” is a problem which is described (or characterized) into a format that has been seen and solved somewhere before. Leverage existing knowledge!
Describing the "functional" physics of the system, it's environment, and interactions helps the team reach agreement on the problem and solution space.
Full transcript