Lean-TRIZ instead of TRIZ-Lean
Japanese translation: Toru Nakagawa, May 22, 2014
Posted: May 31, 2014
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Editor's Note and Introduction (Toru Nakagawa, May 30, 2014)
This paper was presented last October at the ETRIA TRIZ Future Confererence (TFC 2013) in Paris . I am going to post and introduce several selected papers of the Conference in Japanese translation (and also in English). This is the 3rd posting in the present Web site.
In the Japanese page, the paper is posted in Japanese translation in HTML and the slides in Japanese in PDF . I also write an introduction to the paper and some notes of thoughts in Japanese. But in the present English page, I post my introduction to the paper only. As written in the previous page , ETRIA requests me to wait for making links to the PDF files of the TFC papers until their are publicly posted by ETRIA.
The present paper gives us deep insights in the practical as well as methodological aspects. "Lean" in the present paper represents "Lean Engineering", i.e. "Toyota Production System" which has been established and developed in Toyota Motors Co. in Japan for these over-60 years.
For your information, I have summerized the present paper in the following 5 steps of logoic.
(1) The background situations and problem finding of the present paper are as follows:
-- Many companies, looking at the success by Toyota, have been introducing "Lean" (or "Shift to Lean") in systematic and organizational ways.
-- In fact in such situations, TRIZ and TRIZ practicioners are found rarely accepted well by Lean and Lean practitioners.
-- Both the methodologies have the basic goals of problem solving and continuous improvement, in common.
-- Lean practitioners often know about TRIZ (to some extent) but do not use it nor like it. --> Why does it happen?
-- How should we do with TRIZ for promoting TRIZ inside such companies under the progress of Shift to Lean?
-- Isn't there any way where Lean and TRIZ realize each other's merrit and work together in a manner profitable for companies?
(2) The present paper has addressed the problem in the following way:
-- On the topic of "integration/cooperation between TRIZ and Lean", there were presentations and discussions at two TRIZ conferences (in Austria and in Germany).
-- Initially the present authors proposed the "TRIZ-Lean" approach where the TRIZ principels are explained by use of Lean principles/examples for easier understanding of TRIZ.
-- The approach was tested in practice. TRIZ practitioners usually accepted it well, but Lean practioners rarey accepted it.
-- In the discussions at the TRIZ group containing Lean practitioners as well, the authors obtained a new "Lean-TRIZ" approach, where TRIZ provides supports for Lean in the blind points of the latter.
-- Along with the trials of the approach, the authors have considered and improved it in practical/organizational and methodological aspects.
-- The practices have demonstrated that the Lean-TRIZ approach is accepted in the Lean culture as an effective/useful way.
(3) The first approach "TRIZ-Lean" is as follows:
-- By using the ideas in Lean (e.g., Lean principles, terms, examples, etc.) TRIZ 40 Inventive Principles are explained more concretely.
-- By using the ideas of ideality (e.g., states as-to-be) in Lean, the concepts of TRIZ ideality (e.g. Ideal Final Results (IFR)) are explained.
-- This approach tries to concretize TRIZ with Lean ideas/examples, and hence to integrate or hybridize the two methodologies. (Thus resulting in some change in TRIZ.)
-- These ways of explaining TRIZ were accepted by TRIZ practitioners.
-- However, Lean practitioners did not admit the significance of it.
-- They found the Lean principles are good enough without TRIZ.
(4) The second approach "Lean-TRIZ" is as follows:
-- The progress of "Shift to Lean" and the organizational activities based on Lean in companies should be accepted as the current situations.
-- No trials to change the Lean methodology as well as the TRIZ methodolgy. Both should be kept as they are.
-- On such a premise, we try to define the blind, weak points in Lean and to contribute to complement them with TRIZ.
-- Concretely, the problems which are left unaddressed by Lean as "necessary wastes (NVA)" can be defined as contradictions and solved by TRIZ.
-- Furthermore, at some proper stages and aspects in the Lean product development process, we should apply TRIZ tools and perform TRIZ sessions.
-- It is a good idea to hold TRIZ sessions/workshops on the occasions of events in Lean.
-- We should notice that the Lean philosophies of "Test to design" and "set-based concurrent developments" are different from the "Design to test" philosophy in TRIZ.
-- It is advised to shorten the TRIZ sessions so as to regard them as subsessions in the general process of Lean product development.
-- As the results of practices, Lean practitioners realized that such TRIZ activities can add values to Lean without disturbing the Lean activities.
(5) In conclusion:
-- The "Lean-TRIZ" approach instead of "TRIZ-Lean" is found promising in the Lean management situations.
As summarized above, the present paper has realized the current situations in fact, considered and discussed both the practical and methodological aspects, made practices, and proposed clearly a promising direction. This is an excellent paper providing us with much insights. We sincerely thank the authors and the German/Austrian groups.
Lean-TRIZ instead of TRIZ-Lean
Christian M. Thurnes (Univ. of Applied Sciences Kaiserslautern, Germany)
and Frank Zeihsel (Synnovating GmbH, Germany)
13th ETRIA TRIZ Future Conference (TFC2013), pp. 789-795,
Oct. 29-31, 2013, Ecole Nationale d'Arts et Metiers of Paris, France
A rising topic of latest conferences was how to use TRIZ within the Lean tools, how to combine Lean and TRIZ or how to integrate one into the other. Fact is TRIZ tools are rarely seen in the context of Lean Management. This seems to be astonishing, because TRIZ is concerned with the improvement of systems regardless of whether these systems are products or processes. In this respect, there is identity of interests between the methodologies. This article discusses several explanations for the low acceptance of TRIZ in the Lean world. Proceeding from this, the paper will present different approaches to the deployment of TRIZ, which were developed in different contexts. These approaches are formulated out of the scope and perspectives of the Lean Management and thus permit the instrumental integration and use of TRIZ.
Keywords: TRIZ tools, Lean Management, Integration
Table of Contents of the Paper:
1. Lean-TRIZ or TRIZ-Lean?
2. TRIZ-Lean: adapt TRIZ-tools by integrating Lean knowledge/principles
2.1. Inventive principles with lean concretion
2.2. Using the concept of ideality
3. Lean-TRIZ: find the blind spot in the lean toolset and introduce TRIZ tools
3.1. Elimination of necessary waste by working on contradictions
3.2. Information on the Standard solutions
4. Critical review and conclusion
4.1. Critical review of the TRIZ-Lean approach
4.2. Critical review of the Lean-TRIZ approach
Paper PDF (7 pages) not linked at moment
Slides PDF (20 slides) not linked at moment
Japanese Page (HTML)
Paper in Japanese translation (by Toru Nakagawa) HTML
Slides in Japanese translation (by Toru Nakagawa) PDF
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