PENAMBAHBAIKAN PROSES
KERJA DENGAN KAEDAH
TRIZ
ZULHASNI ABDUL RAHIM
TRIZ EXPERT
25/05/2015
What is TRIZ?
TRIZ (/ˈtriːz/; Russian: теория решения изобретательских
задач, teoriya resheniya izobretatelskikh zadatch) is ….
"a problem-solving, analysis and forecasting tool derived from
the study of patterns of invention in the global patent
literature".
It was developed by the Soviet inventor and science fiction
author Genrich Altshuller and his colleagues, beginning in 1946.
In English the name is typically rendered as "the theory of
inventive problem solving"
TRIZ process of problem solving
Why TRIZ?
Innovation
Leads to radical improvement
Process innovation means the implementation of a
new or significantly improved production
Optimization
Leads to incremental
improvement
Process optimization is the discipline of
adjusting a process so as to optimize some
specified set of parameters without violating
some constraint
How to create INNOVATION?
TRIZ presents a systematic approach for understanding and
defining challenging problems: difficult problems require an
inventive solution, and TRIZ provides a range of strategies and
tools for finding these inventive solutions.
He said…, but….
Who use TRIZ?
How to create INNOVATION?
The central purpose
of TRIZ-based
analysis is to
systematically apply
the strategies and
tools to find superior
solutions that
overcome the need
for a compromise or
trade-off between
the two elements.
What is the specific problem?
Minimize PRODUCTION system
Improve QUALITY
Create new VALUE
Improve UTILIZATION
Radical COST cutting
Improve PERFORMANCE
Finding NEW solution
Improve MARKET perception
Add NEW system
What is the generic problem?
Osterwalder, A., & Pigneur, Y. (2010). Business model canvas. Self published. Last retrieval May, 5, 2011.
TRIZ generic perspectives
• All business process is about
FLOWS
TRIZ perspective
Flow
analysis
Process
analysis
TRIZ
TRIZ methodology looks on
business processes is all about
FLOWS
There are specific
TRIZ tools that
recommended to
improve the FLOW
issues
TRIZ’s Process Analysis
TRIZ’s Process Analysis
Identify process from direct observation
Define Process Functionality
Define Function levels
Apply TRIZ tools as needed ( Trimming,
Engineering Contradiction,…) to solve
problem
TRIZ’s Process Analysis
Process Functions – definition
1. Productive Function: A useful function, resulting in irreversible changes of
an object’s parameters
– Insufficient level if work in progress or finished product has not
completed processing
– Excessive level if purchasing or making things before they are needed (
e.g. office supplies, batch processing), creating inventory. Excessive
level production ahead of demand. Printing paperwork or processing
an order before it is needed. Any processing that is done on a routine
schedule regardless of demand
TRIZ’s Process Analysis
Process Functions – definition
2. Providing Function: A useful function, resulting in a temporary change of an
object’s parameters. Special functions that are Providing
– Supporting Function: A useful function, that temporarily changes
parameters of an object.
– Measurement Function: A useful function, that collects information about
the parameters of objects
– Transport Function: A useful function, that changes an object’s
coordinates. Excessive level if moving product that is not actually required
to perform the processing
TRIZ’s Process Analysis
Process Functions – definition
3. Corrective Function: A useful function, that changes the parameters of
the object to eliminate unwanted characteristics ( defects )
– The parameter change may reverse the changes of a providing
function, productive function, or eliminate/reduce unwanted results
from a harmful function.
– Correction of work received from upstream process.
TRIZ’s Process Analysis
Process Functions – definition
4. Harmful function: A function that worsens the parameters and/or
performance of an object
TRIZ’s Process Analysis
Operation
Submit change request
Engineer #1
Doc Cont #1
Approve change request
Supervisor
Doc Cont #1
Re-submit change
request
Engineer #1
Doc Cont #1
Supervisor
Doc Cont #1
Doc Cont #1
Approve change request
Manager
Doc Cont #1
Implement change
request
Activities (Function – Object)
Operator (Subject)
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29
Logs into change request menu on PC
Fills up online form
Submits online form
Awaits approval
Reviews online form
Prints online form
Walks to printer in another room to get form
Passes from to supervisor for approval
Waits for Supervisor approval
Reviews form
Detects errors on change request
Informs Engineer #1 of error
Logs into change request menu on PC
Corrects error on online form
Re-submit online form
Reviews online form
Prints online form
Walks to printer in another room to get form
Passes form to Supervisor for approval
Waits for Supervisor approval
Reviews and sign off approval on form
Collects form and passes form to Manager’s i-box tray
Waits for Manager approval
Follow-up with Manager on approval of form
Searches for form in in-tray
Reviews and signs off approval on form
Collects form
Files form i Document Control
logs into change request on PC
Prv
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Co
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Co
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Co
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30
Approves online form
Edit & revise specification to new
revision in separate spec database
Emails to all engineers of change approval
Prints new revision of specification in production floor
Walks to production floor
Replace old with new specification in production floor
Walks to office
Replaces old with new specification in office
Updates/Trains technicians on changes
Co
Doc Cont #2
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Doc Cont #2
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Engineer #1
Function type
Level
Ins
Exc
Ins
Exc
Ins
Exc
Ins
Ins
Ins
Prv
Prv
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Prv
Prd
Prv
Prd
Prd
Exc
Exc
Exc
TRIZ’s Process Analysis
Process Trimming for process analysis
Process analysis
and finding
disadvantages
Harmful function
or non-function
process need to
be improve
Solving every
disadvantages &
problem
Applying TRIZ trimming rules
TRIZ’s Process Analysis
Trimming Rules For Corrective Process Steps
• Corrective operation could be trimmed if:
– The defect –producing operation is eliminated
– The defect-producing operation does not produce the defect anymore
– The defect does not influence any other operations (it is not defect anymore)
– The defect-producing operation eliminates the defect itself
– Other operations eliminate the defect
TRIZ’s Process Analysis
Trimming Rules for Providing Process Steps
• Providing operation can be trimmed if:
– There is no transported object
– There is no target object
– There is no supported operation
– Supported operation does not need object transport anymore
– Other operations perform the transport function
TRIZ’s Process Analysis
Trimming Rules for Productive Process Steps
• Providing operations can be trimmed if:
– There is no object of the productive function
– It is not necessary to perform the function anymore
– Other operations perform the function
TRIZ’s Flow Analysis
TRIZ’s Flow Analysis
• Flow Analysis is the analytical tool associated
with the trend of flow optimization. Flow
Analysis compliments Function Analysis by
identifying disadvantages not revealed by
Function Analysis.
TRIZ’s Flow Analysis
• Flow Categories
– Useful Flow : A flow whose Object (Substance, Energy, or
Information) performs a Useful Function or is an Object of
a Useful Function.
– Harmful Flow : A flow whose Object (Substance, Energy,
or Information) performs a Harmful Function
– Wasted Flow: A flow that is characterized by losses of
Substance, Energy, or Information
– Neutral Flow: A flow that has an irrelevant or insignificant
influence on the Engineering System
• Types of Flows
– Substance Flow
– Energy Flow
– Information Flow
TRIZ’s Flow Analysis
Algorithm
• Perform Flow Partition Analysis
– Identify Flows to be analyzed
– Build a Flow Partition Model
– Calculate Flow distribution between the Components or
Operations of the Engineering System and Super-system
– Identify Flow Partition Disadvantages
• Perform Flow Modeling
– Build a Flow Model in a graphical form
– Identify specific Flow Disadvantages from the list of typical
disadvantages
TRIZ’s Flow Analysis
Algorithm
Flow Partition Analysis
- Identify Flows to be
analyzed
Perform Flow
Modeling
- Flow Disadvantages
TRIZ’s Flow Analysis
• Flow Disadvantages
–
–
–
–
–
–
–
–
–
–
–
–
–
Conductivity disadvantages
Bottleneck
Stagnant Zone
Poorly transferable flow
Long flow
High channel resistance
Low flow density
Large number of transformation
Utilization disadvantages
Gray zone
Channel damages flow
Flow damages channel
Harmful Flow
• Flow Partition Disadvantages
• Wasted flow
• Inefficient usage flows
• Neutral flow
Solving problem with TRIZ
The problem case
Title: Optimal Stock Level and Inventory Policy
There is currently a newly-established assembly line which is currently assembling 15
parts for their customer. The sub-components of the products which will be
assembled (is it real case?, if yes maybe we need to understand the company
process/ logistic flow) in the assembly line are either ordered from the company’s
supplier (How many?) or built in-house (How many?). Each of these subcomponents
only has one supplier in the company suppliers’ base.(Total how many suppliers?)
In the assembly line, these subcomponents are mainly categorized into two different
categories, i.e. stamping parts (How many?) and child parts (How many?). Different
ordering policies are practiced on the replenishment of these two categories of
subcomponents. Kanban and Order-Up-To
(What underlying issue of
ineffectiveness?) policy are used respectively on the replenishment of child parts and
stamping part. The Order-up-to policy used is based on a fixed reordering point in
which the order will only be made when the inventory level of the particular child
parts drop below 300 (How many product per day?). The finished goods will be
delivered to the customer together with the pallets.
Problem Visualization
Suppliers 1
Suppliers 2
Suppliers 3
<300 units
………………….
Suppliers 4
Suppliers
15
Company
In-house
suppliers
Customer
Scoping the problem
Is
Is not
Coming from suppliers
Coming from in-house supplier
Sub-component
End product
Child part
Stamping part
Suppliers
The company/ customer
Less than 300 units
More than 300 units
KANBAN system and OUT
policy
Other inventory system
Problem Focus Area
Problem
Suppliers 1
OK
OK
Suppliers 2
Problem
OK
Suppliers 3
OK
Company
Problem
………………….
Suppliers 4
Problem
OK
OK
Suppliers
15
<300 units
In-house
suppliers
Customer
What is the problem?
Cause-Effect-Chain-Analysis
(CECA)
Why-Why analysis
Customer not
happy
Customer not
happy
Why?
What cause?
Company Downtime
Parts not deliver on
time
Why?
Why?
Suppliers not
performing
What cause?
Company not deliver
on time
Why?
Why?
Poor schedule and
feedback
• Looking on object
of improvement
• Not management
• Technical aspect
focus
• Not symptoms
•
• Not excuses
• Not human’s
error
What cause?
Kanban’s limitations
Uncontrolled stock and
storage
Why?
Supplier not deliver
on time
What cause?
Downtime?
?????
Business process improvement
• TRIZ problem statement;
“ IF supplier supply high volume on time, THEN
the manufacturer able to meet customer
order, BUT downtime”
• Contradicting parameters are
– #7 Moving volume Vs. #9 Speed
– Inventive principles (#29 - Flow, #4 - Asymmetry,
#38 - Enrichment, #34 - Discard & recover )
Conceptual solutions
Problem
‘Flow’ proposal –
propose to carry our ‘Flow analysis’
Suppliers 2
Problem
OK
<300 units
Suppliers 4
Problem
‘Enrichment’ proposal –
propose to revise supply policy
Company
‘Asymmetry’ proposal –
propose to have dual sourcing
‘Discard & recover’ proposal –
propose to extract logistic management from
supplier and centralize in one hub/ center
Conceptual solutions
‘Asymmetry’ proposal –
propose to have dual
sourcing
OK
Suppliers 2
Suppliers
2.1
Suppliers 4
Hub
Company
Suppliers Suppliers
4L
2L
‘Discard & recover’ proposal –
propose to extract logistic
management from supplier and
centralize in one hub/ center
‘Enrichment’ proposal –
propose to revise supply
policy
What is the problem (Technical)?
Fundamental issues
of KANBAN or OUP?
Cause-Effect-Chain-Analysis (CECA)
Customer not
happy
Communication?
What cause?
Productivity?
Parts not deliver on
time
Quality?
What cause?
Logistic?
Company not deliver
on time
Efficiency?
Capacity?
What cause?
Stock
insufficient
Supplier not deliver
on time
What cause?
• Looking on object
of improvement
• Not management
• Technical aspect
focus
• Not symptoms
•
• Not excuses
• Not human’s
error
Conventional tools
• Is this problem solving tools or indicator tools?
KANBAN system effectiveness
• All about information flow
Process analysis checklist
• Flow Disadvantages
Flow item
Issues
Conductivity disadvantages
Too many substation with big distance
Bottleneck
Middle substation low capacity
Stagnant Zone
Storage / WIP area
Poorly transferable flow
Require check-confirm-approve process
Long flow
Static production line (Fixed)
High channel resistance
Need management approval
Low flow density
Lack manpower to cover many machine
Large number of transformation
Many small process to refine component
Utilization disadvantages
High machine capacity waiting other low machine output
Gray zone
KIV components
Channel damages flow
Forklift unfit for pallets design
Flow damages channel
Overloading process
Harmful Flow
Keeping components outside expose to heat damage
Performance
rating
What ACTUALLY the supplier’s
problem?
Introduction
• An SME producing steering rack housing for
automotive components is having quality
inspection problem.
Detail problem
• The boss of the company only concern on how
to detect hair line crack effectively and sort
them out for repair
Current process
Injection
machine
Air blower
station
1 day/ batch
300 units
Steering
rack
housing
Molten
metal
Moving conveyor
10 minutes per piece
Packaging
Repair
4 manpower for
inspection &sorting
(100%)
TRIZ tools : Contradictions
• Engineering Contradiction;
– If the part can identify defect early
– Then we can block the reject part
– But the part is hot to inspect
• Improving Parameters;
– #9 Speed
– #39 Productivity
• Worsening Parameters;
– #31 Object generate harmful factors
– #37 Difficult of detecting and measuring
TRIZ tools : Contradictions
#31 Object generate harmful
factors
#9 Speed
#2 Segmentation [√]
#24 Intermediary [√]
#35 Parameter change [√]
#21 Skipping [√]
#35 Parameter change [√]
#22 Blessing in disguise
# 39
#18 Mechanical vibration
Productivity #39 Inert atmosphere
#37 Difficult of detecting and
measuring
#3 Local Quality [√]
#34 Discarding and recovering [√]
#27 Cheap short living object [√]
#16 Partial or excessive actions [√]
#12 Equipotentiality
#17 Another dimension
#28 Mechanical substitution
#24 Intermediary [√]
Inventive Principle Analysis
Discrimination & fast
Inventive
Principles
Segmentation
Intermediary
Parameter
change
Skipping
Concept of
system
Divide the
Good & No
Good parts
Fast sorting &
intensify
differences
Fast detection
and sorting
Skip the next
process of
sorting
Design of
system ‘X’
Current process
Injection
machine
Air blower
station
1 day/ batch
300 units
Steering
rack
housing
Molten
metal
Moving conveyor
10 minutes per piece
Packaging
Repair
4 manpower for
inspection &sorting
(100%)
Improved process
Molten
metal
Injection
machine
Air blower
station
Steering
rack
housing
Apply component
‘X’ to intensify
the crack
Modified conveyor to have
offline inspection with
magnifying tools and lights
Moving conveyor
Modified conveyor to
sort out No Good parts
What is
component
‘X’?
Characteristic of crack for component
‘X’ effectiveness
No
Characteristic
Measuring parameters
Desired effect from
component ‘X’
How component
‘X’ function?
1
Gaps size
Big / Small
Big enough to see
Magnify
Brightness
Bright enough to see
Put bright lights
2
Lights and shadows
3
Depth or length
Length or depth
Long cracks create
visible lines
Cracks filled with
something visible
4
Colors
Contras
High color contras
Cracks filled with
something visible
5
Textures
Roughness
Roughness that can be
feel by touching
Soft touching
What is component ‘X’
Solid
•Powder
•Wax
Penetrate
Liquid
Gas
Field
•Water
•Oil
•Ink
Use heat
Contras
•???
•Ultrasonic
•Ferromagnetic
Component
‘X’
Fast
remove
Colored
Fast
apply
Cheap
Next action: Proposal validation
• Recommendations:
– The production line requires modification to have
quick segregation between Good and No Good parts.
– To have offline inspection area after molding process.
The offline inspection area consist of magnifying
equipment to probe for possible defect with the
support of component ‘X’ (require testing).
– If the parts defect is detected, immediately the
production is halt for maintenance. The defective
parts will be reuse for next production.
– Require optimization of the new process that will
reduce the burden onto the 4 inspectors and
reducing defect, waste and risk from going to the next
process.
One of the solution tested is..
• Sound detection
Conclusions
• Learn-Applied-Change-Result
Thank you very much!
THE END
THE END &
THANK YOU VERY MUCH 
Please email to me for support & I reply them within 24 hours
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