Optionally
AIPS-2015
Functional model
Causal model
Hierarchical process model
Analogies
Useful technical system
Principles of resolving technical contradictions
- Principle 1. Segmentation Principle
- Principle 2. Separation Principle
- Principle 3. Local Quality Principle
- Principle 4. Symmetry Change Principle
- Principle 5. Merging Principle
- Principle 6. Multifunctionality Principle
- Principle 7. Nesting Principle
- Principle 8. Weight Compensation Principle
- Principle 9. Preliminary Counteraction Principle
- Principle 10. Preliminary Action Principle
- Principle 11. Beforehand Compensation Principle
- Principle 12. Equipotentiality Principle
- Principle 13. The Other Way Around Principle
- Principle 14. Curvature Increase Principle
- Principle 15. Dynamic Parts Principle
- Principle 16. Partial or Excessive Actions Principle
- Principle 17. Dimensionality Change Principle
- Principle 18. Mechanical Vibration
- Principle 19. Periodic Action Principle
- Principle 20. Continuity of Useful Action Principle
- Principle 21. Skipping Principle
- Principle 22. Blessing in Disguise
- Principle 23. Feedback Principle
- Principle 24. Intermediary Principle
- Principle 25. Self-Service Principle
- Principle 26. Copying Principle
- Principle 27. Cheap Disposables
- Principle 28. Mechanical Interaction Substitution
- Principle 29. Pneumatics and Hydraulics
- Principle 30. Flexible Shells and Thin Films
- Principle 31. Porous Materials
- Principle 32. Optical Property Changes
- Principle 33. Homogeneity Principle
- Principle 34. Discarding and Recovering Principle
- Principle 35. Parameter Changes
- Principle 36. Phase Transitions
- Principle 37. Thermal Expansion
- Principle 38. Strong Oxidants
- Principle 39. Inert Atmosphere
- Principle 40. Composite Materials
Standard problem solutions
- Class 1
- Class 2
- Class 3
- Class 4
- Class 5
Lines of development
- 1. Mono-bi-poly of identical objects
- 2. Mono-bi-poly of various objects
- 3. System composition scaling-down
- 4. Segmentation
- 5. Evolution of surface
- 6. Internal structure evolution
- 7. Geometric evolution
- 8. Dynamisation
- 9. Controllability
- 10. Сoordination
Glossary
Literature

Algorithm for addressing issues

One of the goals of the project activities at production is to address a production issue. A routine issue is resolved sooner or later by conventional engineering methods. However, issues which cannot be addressed with conventional methods occur. Such an issue is caused by a challenge which can be addressed at the invention level only.

As part of our practical experience with inventive projects (for Samsung, in the first place), we tried several well-known algorithms for solving problems, separate methods and tools. The total of all methods could provide full-fledged methodological support of a project only. The correct sequence of their application is equally important.

Upon completing a first dozen of projects, a certain sequence of operations, a sign of a single algorithm began to generate. The first attempt of its systematic establishment took place when systematic and mass training of the employees in the TRIZ began at SAIT Samsung. The algorithm is known as the “Christmas Tree”.

When improving this algorithm, we relied on G. S. Altshuller's article Inventive-Problem Solving Process: Main Stages and Mechanisms. The article describes a systemic approach to work with a problem: transition from an invention issue to a problem, a fundamental solution of the problem, and transition to a technical and calculated solutions.

The algorithm is designed to support addressing an issue with an adverse effect.

The work with the algorithm begins with describing the original issue. The algorithm output is an issue addressed, i.e. an issue without an adverse effect. Our goal is to address an issue with an adverse effect, a phenomenon which does not satisfy the problem setter.

For each key operation of the work on the inventive project, a variety of innovative techniques and mini algorithms have been generated. The algorithm offered arranges them into a single structure, demonstrates the place of each tool in the work on a project creating a certain “control system” of the thinking process.

There exist three stages to address an issue:

Issue analysis
Solution of the problem identified
Analysis of the situation changed